專案管理實務 - ph.d. in project management140.118.5.28/chiayicounty/chiayicounty-pm.pdf ·...
TRANSCRIPT
專案管理實務
中正大學企管系助理教授周瑞生
嘉義縣政府學分班管理實務專題
2006
2
講師介紹
gt 學歷bull 台灣大學學士
bull 台灣大學碩士
bull 美國德州大學奧斯汀校區工程專案管理博士
bull 中華民國土木工程大地工程水土保持工程專門技術人員高
等考試及格土木技師大地技師乙級測量技術士
gt 經歷bull 陸軍後勤學校機械保修組
bull 亞新工程顧問公司
bull 中興工程顧問公司
bull 台灣營建研究院
bull 華信保險公證公司
bull 美國德州交通部奧斯汀區運輸研究中心
3
課程規劃
gt 專案管理簡介 (Introduction)bull 專案 (Project)bull 專案管理 (Project Management)bull 專案生命週期(Project Life Cycle)bull 專案五大基本管理過程 (5 Processes)bull 專案管理九大知識領域 (9 Knowledge Areas)
gt 專案管理引用之技術bull 決策樹 (Decision Tree)bull 魚骨圖 (Fishbone Diagram)
4
課程規劃 (Contrsquod)bull 甘特圖 (Gantt Chart)bull 網路圖 (Network Diagram)bull 要徑法 (Critical Path Method)bull 計劃評核術 (PERT)bull 資訊科技應用 (IT Applications)
gt 專案整合管理 (PIM)bull 專案選擇與決策分析模式
bull 規劃成功的專案計畫書
gt 專案範疇管理 (Project Scope Mgmt)bull 專案範疇與產品範疇之定義與規劃實務
bull WBS工作分解之技巧與實務演練
bull 專案關鍵成敗因素KSF實務研討
5
課程規劃 (Contrsquod)gt 專案時間管理 (Project Time Mgmt)
bull CPMPERT技術實務演練
bull 時程發展與控制技巧
gt 專案成本管理 (Project Cost Mgmt)bull EVM實獲值管理理論
bull EVM實獲值管理之實務
gt 專案品質管理 (Project Quality Mgmt)bull 專案品質規劃與控制手法實務
bull 專案管理之整合專案管理計劃實務研討
gt 專案人力資源管理 (Project HR Mgmt)gt 專案管理軟體之使用介紹及實務應用
gt 案例分析專案溝通管理專案風險管理專案採購管理未包含於此次簡報
6
專案管理簡介
7
專案管理相關證照
gt 美國專案管理學會［Project Management Institute簡稱PMI］bull 成立於1969年並在1984年正式建立PMBOK知識體
系與PMP國際專業認證體系
bull 全球取得PMP人數已超過13萬多人
bull 台灣通過認證者目前僅超過三百人 中華專案管理學會輔助認證 (wwwnpmaorgtw)
bull 「CPMP中華專案管理師」認證培訓課程已於93年 11月1日通過行政院人事行政局之審查獲得「公務
人員終身學習機構認證
8
gt 供不應求bull 亞太PMP平均年薪118k元美金gt美國 PMP 780kbull IBMHP等大型企業日本政府及大陸北京規定奧
運工程公司須具備PMP資格
gt PMI在台測試中心台北高雄
9
PMP認證流程 (httpwwwpsigcomtw)
10
IPMA（國際專案管理協會）
gt 歐洲國家為主gt 台灣專案管理學會輔助認證 (wwwtpma-tworg )
gt A級bull 管理大型專案的專案副總（Certified ProjectProgram
Director）5年大型專案管理經驗
gt B級bull 專案協理（Certified Project Manager5年複雜專案管理經驗
gt C級bull 專案經理（Certified Project Management Professional）3年
一般專案管理經驗
gt D級bull 合格的專案成員（Certified Project Management Practitioner）
沒有工作經驗限制
11
中華知識管理應用協會
gt httpwwwkmorgtwgt 企業專案管理技術師 (EPMP)gt 交通大學專案管理認證中心
gt 報考資格bull 理相關科系之在校生修業達三十小時以上之管理課
程者可憑在學成績單或畢業證書報名「一級企業專 案管理技術師」考試
bull 詳細資格說明 httpwwwkmorgtwepmpadmissiblehtml
12
What is Project
gt A group of tasks (activities) performed within a definable time period (schedule) in order to meet a specific set of goalsobjectives (performance) within a budget (cost plan)bull A project generally exhibits most of the following
conditionsgt It is unique 非例行性的gt A project is finite 有限制時間資源gt Usually complex 複雜的gt Non-repetitive 非重複性的gt Requires multiple resources from a finite resource
pool 預算資源與績效限制
13
What is Project Management
gt Project management is ldquothe application of knowledge skills tools and techniques to project activities to meet project requirementsrdquo
PMI A Guide to the Project Management Body of Knowledge(PMBOKreg Guide) (2004) p 8
14
常見之專案管理輔助軟體
gt 國內自行研發專案管理軟體
gt Microsoft Project 2003 中小型專案
gt Primavera 大型專案
gt Primavera SureTrak Project Manager 小型專案
15
專案管理應用軟體範例
Source httpwwwnetaskcomtwserviceinfohtmpage=info_intro_web_pmhtm
16
More examples
Source Microsoft Project 2003
17
More examples
Source httpwwwprimaveracom
18
19
20
專案實例
gt 電子商務行銷專案 (服飾代理家具hellip)gt 大型活動專案 (學校百貨歌唱比賽hellip)gt 資訊系統發展專案 (電視新聞數位影音資料
庫區域無線上網行政院防救災資訊系統委 外專案計畫hellip)
gt 產品開發專案 (手機RFIDhellip)gt 工程專案 (建築土地開發高鐵捷運公
路海港道路修復橋梁設計掩埋場設計 hellip)
gt 其它醫療防疫小組人力召募專案創業
21
Project Life Cycle (專案生命週期)
22
PM Processes (PDCA)
Source PMBOK 2004
Plan ndash Do ndash Check ndash Action Cycle
23
Five Project Management Processesgt Initiating Processes (起始過程)gt Planning Processes (計畫過程)gt Executing Processes (執行過程)gt Controlling Processes (控制過程)gt Closing Processes (結案過程)
24
Nine Project Management Knowledge Areasgt Knowledge areas describe the key competencies
that project managers must developbull Four core knowledge areas lead to specific project objectives (scope
time cost and quality)bull Four facilitating knowledge areas are the means through which the
project objectives are achieved (human resources communication risk and procurement management)
bull One knowledge area (project integration management) affects and is affected by all of the other knowledge areas
bull All knowledge areas are important
25
Project Management Framework
26
Relationships Among Process Groups and Knowledge Areas
PMBOKreg Guide 2004 p 69
27
Relationships Among Process Groups and Knowledge Areas (contrsquod)
28
專案管理引用之技術
29
Decision Tree 決策樹
gt Decision Tree a graphical model of the natural sequence of both decision and state variables and their possible valuesbull Sequence maymay not matterbull All possible conditions should be included in model
30
GoNo-Go Decision (Chou)
31
Cost Prediction (Birnie 1991)
Microsoft Excel 工作表
Example
32
其它的決策實例
gt 該買預售屋或是成屋gt 活動該辦在地點A B or Cgt 賣場大樓該建於何處gt 該錄取何人
gt 道路規劃路線該選擇A B or Cgt 醫療精密儀器該選擇何廠牌
gt 隧道工程該採用何種工法 (TBM爆破 法潛盾工法hellip)
gt hellip
33
Fishbone Diagram
Microsoft Visio Drawing
34
Gantt Chart for Software Launch Project
35
Sample Tracking Gantt Chart
36
Sample Activity-on-Arrow (AOA) Network Diagram for Project X
37
Task Dependency Types
38
Critical Path Method (CPM)
gt CPM is a network diagramming technique used to predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
39
Determining the Critical Path for Project X
40
Program Evaluation and Review Technique (PERT)
gt PERT is a network analysis technique used to estimate project duration when there is a high degree of uncertainty about the individual activity duration estimates
gt PERT uses probabilistic time estimatesbull Duration estimates based on using optimistic most likely
and pessimistic estimates of activity durations or a three- point estimate
41
PERT Formula and Examplegt PERT weighted average =
optimistic time + 4X most likely time + pessimistic time6
gt ExamplePERT weighted average =8 workdays + 4 X 10 workdays + 24 workdays = 12 days
6where optimistic time= 8 daysmost likely time = 10 dayspessimistic time = 24 days
Therefore yoursquod use 12 days on the network diagram instead of 10 when using PERT for the above example
42
Management Information Systems in PM
gt MS Officebull Wordbull Excelbull Visiobull Project 2003bull FrontPagebull PowerPointbull Access
gt Primaveragt ASP
bull Application tailored for clientrsquos needs
gt Open Source Softwaregt hellip
43
44
九大知識領域
gt Project Integration Management
gt Core Knowledge [main focus in this two lectures]bull Project Scope Managementbull Project Time Managementbull Project Cost Managementbull Project Quality Management
gt Facilitating Knowledge [introduction only]bull Project Human Resource managementbull Project Communication Managementbull Project Risk Managementbull Project Procurement Management
45
Project Integration Management Processes
gt Develop the project charter Work with stakeholders to create the document that formally authorizes a projectmdashthe charter
gt Develop the preliminary project scope statement Work with stakeholders especially users of the projectrsquos products services or results to develop the high-level scope requirements and create a preliminary project scope statement
gt Develop the project management plan Coordinate all planning efforts to create a consistent coherent documentmdashthe project management plan
Adobe Acrobat 70 Document
46
Project Integration Management Processes (contrsquod)
gt Direct and manage project execution Carry out the project management plan by performing the activities included in it
gt Monitor and control the project work Oversee project work to meet the performance objectives of the project
gt Perform integrated change control Coordinate changes that affect the projectrsquos deliverables and organizational process assets
gt Close the project Finalize all project activities to formally close the project
47
48
專案選擇與決策分析模式- Financial Analysis of Projects
gt Financial considerations are often an important aspect of the project selection process
gt Three primary methods for determining the projected financial value of projectsbull Net present value (NPV) analysis
bull Payback analysis
Microsoft Excel 工作表
Microsoft Excel 工作表
49
Return on investment (ROI)
Multiplyby thediscountfactor eachyear then subtract costs from cumulativebenefits toget NPV
ROI = (total discounted benefits - total discounted costs) discounted costs
50
Weighted Scoring Modelgt A weighted scoring model is a tool that
provides a systematic process for selecting projects based on many criteria
gt Steps in identifying a weighted scoring model1 Identify criteria important to the project selection
process2 Assign weights (percentages) to each criterion so they
add up to 100 percent3 Assign scores to each criterion for each project4 Multiply the scores by the weights to get the total
weighted scores
gt The higher the weighted score the better
51
Sample Weighted Scoring Model for Project Selection
52
What is Project Scope Management
gt Scope refers to all the work involved in creating the products of the project and the processes used to create them
gt A deliverable (交付標的) is a product produced as part of a project such as hardware or software planning documents or meeting minutes
gt Project scope management includes the processes involved in defining and controlling what is or is not included in a project
53
Project Scope Management Processes
gt Scope planning Key inputs include the project charter preliminary scope statement and project management plan
gt Scope definition Reviewing the project charter and preliminary scope statement and adding more information as requirements are developed and change requests are approved
gt Creating the WBS Subdividing the major project deliverables into smaller more manageable components
gt Scope verification Formalizing acceptance of the project scope Scope creep
gt Scope control Controlling changes to project scope
54
Sample Intranet WBS Organized by Product
55
Sample Intranet WBS Organized by Phase
56
Intranet WBS in Tabular Form10 Concept
11 Evaluate current systems12 Define requirements
121 Define user requirements122 Define content requirements123 Define system requirements124 Define server owner requirements
13 Define specific functionality14 Define risks and risk management approach15 Develop project plan16 Brief Web development team
20 Web Site Design30 Web Site Development40 Roll Out50 Support
57
Intranet WBS and Gantt Chart in Project 2000
58
Intranet Gantt Chart Organized by Project Management Process Groups
59
Resulting WBS in Chart Form
60
Scope Management Demo
Microsoft Project Document
How to input scope based on WBS
How to number activities
Output to VISIO
61
Project Time Management Processes
gt Activity definition Identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables
gt Activity sequencing Identifying and documenting the relationships between project activities
gt Activity resource estimating Estimating how many resources a project team should use to perform project activities
gt Activity duration estimating Estimating the number of work periods that are needed to complete individual activities
gt Schedule development Analyzing activity sequences activity resource estimates and activity duration estimates to create the project schedule
gt Schedule control Controlling and managing changes to the project schedule
62
Activity Sequencing
gt Involves reviewing activities and determining dependencies
gt A dependency or relationship relates to the sequencing of project activities or tasks
gt You must determine dependencies in order to use critical path analysis
63
Network Diagrams
gt Network diagrams are the preferred technique for showing activity sequencing
gt A network diagram is a schematic display of the logical relationships among or sequencing of project activities
gt Two main formats are the arrow and precedence diagramming methods
64
Sample PDM (Precedence Diagramming Method)
Network Diagram
65
Gantt Chartsgt Gantt charts provide a standard format for
displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format
gt Symbols includebull Black diamonds Milestones
bull Thick black bars Summary tasks
bull Lighter horizontal bars Durations of tasks
bull Arrows Dependencies between tasks
66
Gantt Chart for Software Launch Project
67
Adding Milestones to Gantt Charts
gt Many people like to focus on meeting milestones especially for large projects
gt Milestones emphasize important events or accomplishments in projects
gt You typically create milestone by entering tasks that have a zero duration or you can mark any task as a milestone
68
Sample Tracking Gantt Chart
69
Critical Path Method (CPM)gt CPM is a network diagramming technique used to
predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
70
Estimate Activity Duration
AIB
AOA
Source Successful PM
71
Case Study Development of a Web-based IS
Requested to complete in 50 days
Source Successful PM
72
Forward Path ES amp EF
Source Successful PM
73
Backward Path LS amp LF
Source Successful PM
74
Summary Table
TF = LF ndash EF
= LS - ES
Critical path can be determined by the least TF
This project schedule should be shortened by 9 days to meet the ownerrsquos need
75
Critical Path
Source Successful PM
76
Using the Critical Path to Shorten a Project Schedule
gt Three main techniques for shortening schedules
bull Shortening the duration of critical activities or tasks by adding more resources or changing their scope
bull Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost
bull Fast tracking activities by doing them in parallel or overlapping them
77
Words of Caution on Using Project Management Softwaregt Many people misuse project management
software because they donrsquot understand important concepts and have not had training
gt You must enter dependencies to have dates adjust automatically and to determine the critical path
gt You must enter actual schedule information to compare planned and actual progress
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
2
講師介紹
gt 學歷bull 台灣大學學士
bull 台灣大學碩士
bull 美國德州大學奧斯汀校區工程專案管理博士
bull 中華民國土木工程大地工程水土保持工程專門技術人員高
等考試及格土木技師大地技師乙級測量技術士
gt 經歷bull 陸軍後勤學校機械保修組
bull 亞新工程顧問公司
bull 中興工程顧問公司
bull 台灣營建研究院
bull 華信保險公證公司
bull 美國德州交通部奧斯汀區運輸研究中心
3
課程規劃
gt 專案管理簡介 (Introduction)bull 專案 (Project)bull 專案管理 (Project Management)bull 專案生命週期(Project Life Cycle)bull 專案五大基本管理過程 (5 Processes)bull 專案管理九大知識領域 (9 Knowledge Areas)
gt 專案管理引用之技術bull 決策樹 (Decision Tree)bull 魚骨圖 (Fishbone Diagram)
4
課程規劃 (Contrsquod)bull 甘特圖 (Gantt Chart)bull 網路圖 (Network Diagram)bull 要徑法 (Critical Path Method)bull 計劃評核術 (PERT)bull 資訊科技應用 (IT Applications)
gt 專案整合管理 (PIM)bull 專案選擇與決策分析模式
bull 規劃成功的專案計畫書
gt 專案範疇管理 (Project Scope Mgmt)bull 專案範疇與產品範疇之定義與規劃實務
bull WBS工作分解之技巧與實務演練
bull 專案關鍵成敗因素KSF實務研討
5
課程規劃 (Contrsquod)gt 專案時間管理 (Project Time Mgmt)
bull CPMPERT技術實務演練
bull 時程發展與控制技巧
gt 專案成本管理 (Project Cost Mgmt)bull EVM實獲值管理理論
bull EVM實獲值管理之實務
gt 專案品質管理 (Project Quality Mgmt)bull 專案品質規劃與控制手法實務
bull 專案管理之整合專案管理計劃實務研討
gt 專案人力資源管理 (Project HR Mgmt)gt 專案管理軟體之使用介紹及實務應用
gt 案例分析專案溝通管理專案風險管理專案採購管理未包含於此次簡報
6
專案管理簡介
7
專案管理相關證照
gt 美國專案管理學會［Project Management Institute簡稱PMI］bull 成立於1969年並在1984年正式建立PMBOK知識體
系與PMP國際專業認證體系
bull 全球取得PMP人數已超過13萬多人
bull 台灣通過認證者目前僅超過三百人 中華專案管理學會輔助認證 (wwwnpmaorgtw)
bull 「CPMP中華專案管理師」認證培訓課程已於93年 11月1日通過行政院人事行政局之審查獲得「公務
人員終身學習機構認證
8
gt 供不應求bull 亞太PMP平均年薪118k元美金gt美國 PMP 780kbull IBMHP等大型企業日本政府及大陸北京規定奧
運工程公司須具備PMP資格
gt PMI在台測試中心台北高雄
9
PMP認證流程 (httpwwwpsigcomtw)
10
IPMA（國際專案管理協會）
gt 歐洲國家為主gt 台灣專案管理學會輔助認證 (wwwtpma-tworg )
gt A級bull 管理大型專案的專案副總（Certified ProjectProgram
Director）5年大型專案管理經驗
gt B級bull 專案協理（Certified Project Manager5年複雜專案管理經驗
gt C級bull 專案經理（Certified Project Management Professional）3年
一般專案管理經驗
gt D級bull 合格的專案成員（Certified Project Management Practitioner）
沒有工作經驗限制
11
中華知識管理應用協會
gt httpwwwkmorgtwgt 企業專案管理技術師 (EPMP)gt 交通大學專案管理認證中心
gt 報考資格bull 理相關科系之在校生修業達三十小時以上之管理課
程者可憑在學成績單或畢業證書報名「一級企業專 案管理技術師」考試
bull 詳細資格說明 httpwwwkmorgtwepmpadmissiblehtml
12
What is Project
gt A group of tasks (activities) performed within a definable time period (schedule) in order to meet a specific set of goalsobjectives (performance) within a budget (cost plan)bull A project generally exhibits most of the following
conditionsgt It is unique 非例行性的gt A project is finite 有限制時間資源gt Usually complex 複雜的gt Non-repetitive 非重複性的gt Requires multiple resources from a finite resource
pool 預算資源與績效限制
13
What is Project Management
gt Project management is ldquothe application of knowledge skills tools and techniques to project activities to meet project requirementsrdquo
PMI A Guide to the Project Management Body of Knowledge(PMBOKreg Guide) (2004) p 8
14
常見之專案管理輔助軟體
gt 國內自行研發專案管理軟體
gt Microsoft Project 2003 中小型專案
gt Primavera 大型專案
gt Primavera SureTrak Project Manager 小型專案
15
專案管理應用軟體範例
Source httpwwwnetaskcomtwserviceinfohtmpage=info_intro_web_pmhtm
16
More examples
Source Microsoft Project 2003
17
More examples
Source httpwwwprimaveracom
18
19
20
專案實例
gt 電子商務行銷專案 (服飾代理家具hellip)gt 大型活動專案 (學校百貨歌唱比賽hellip)gt 資訊系統發展專案 (電視新聞數位影音資料
庫區域無線上網行政院防救災資訊系統委 外專案計畫hellip)
gt 產品開發專案 (手機RFIDhellip)gt 工程專案 (建築土地開發高鐵捷運公
路海港道路修復橋梁設計掩埋場設計 hellip)
gt 其它醫療防疫小組人力召募專案創業
21
Project Life Cycle (專案生命週期)
22
PM Processes (PDCA)
Source PMBOK 2004
Plan ndash Do ndash Check ndash Action Cycle
23
Five Project Management Processesgt Initiating Processes (起始過程)gt Planning Processes (計畫過程)gt Executing Processes (執行過程)gt Controlling Processes (控制過程)gt Closing Processes (結案過程)
24
Nine Project Management Knowledge Areasgt Knowledge areas describe the key competencies
that project managers must developbull Four core knowledge areas lead to specific project objectives (scope
time cost and quality)bull Four facilitating knowledge areas are the means through which the
project objectives are achieved (human resources communication risk and procurement management)
bull One knowledge area (project integration management) affects and is affected by all of the other knowledge areas
bull All knowledge areas are important
25
Project Management Framework
26
Relationships Among Process Groups and Knowledge Areas
PMBOKreg Guide 2004 p 69
27
Relationships Among Process Groups and Knowledge Areas (contrsquod)
28
專案管理引用之技術
29
Decision Tree 決策樹
gt Decision Tree a graphical model of the natural sequence of both decision and state variables and their possible valuesbull Sequence maymay not matterbull All possible conditions should be included in model
30
GoNo-Go Decision (Chou)
31
Cost Prediction (Birnie 1991)
Microsoft Excel 工作表
Example
32
其它的決策實例
gt 該買預售屋或是成屋gt 活動該辦在地點A B or Cgt 賣場大樓該建於何處gt 該錄取何人
gt 道路規劃路線該選擇A B or Cgt 醫療精密儀器該選擇何廠牌
gt 隧道工程該採用何種工法 (TBM爆破 法潛盾工法hellip)
gt hellip
33
Fishbone Diagram
Microsoft Visio Drawing
34
Gantt Chart for Software Launch Project
35
Sample Tracking Gantt Chart
36
Sample Activity-on-Arrow (AOA) Network Diagram for Project X
37
Task Dependency Types
38
Critical Path Method (CPM)
gt CPM is a network diagramming technique used to predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
39
Determining the Critical Path for Project X
40
Program Evaluation and Review Technique (PERT)
gt PERT is a network analysis technique used to estimate project duration when there is a high degree of uncertainty about the individual activity duration estimates
gt PERT uses probabilistic time estimatesbull Duration estimates based on using optimistic most likely
and pessimistic estimates of activity durations or a three- point estimate
41
PERT Formula and Examplegt PERT weighted average =
optimistic time + 4X most likely time + pessimistic time6
gt ExamplePERT weighted average =8 workdays + 4 X 10 workdays + 24 workdays = 12 days
6where optimistic time= 8 daysmost likely time = 10 dayspessimistic time = 24 days
Therefore yoursquod use 12 days on the network diagram instead of 10 when using PERT for the above example
42
Management Information Systems in PM
gt MS Officebull Wordbull Excelbull Visiobull Project 2003bull FrontPagebull PowerPointbull Access
gt Primaveragt ASP
bull Application tailored for clientrsquos needs
gt Open Source Softwaregt hellip
43
44
九大知識領域
gt Project Integration Management
gt Core Knowledge [main focus in this two lectures]bull Project Scope Managementbull Project Time Managementbull Project Cost Managementbull Project Quality Management
gt Facilitating Knowledge [introduction only]bull Project Human Resource managementbull Project Communication Managementbull Project Risk Managementbull Project Procurement Management
45
Project Integration Management Processes
gt Develop the project charter Work with stakeholders to create the document that formally authorizes a projectmdashthe charter
gt Develop the preliminary project scope statement Work with stakeholders especially users of the projectrsquos products services or results to develop the high-level scope requirements and create a preliminary project scope statement
gt Develop the project management plan Coordinate all planning efforts to create a consistent coherent documentmdashthe project management plan
Adobe Acrobat 70 Document
46
Project Integration Management Processes (contrsquod)
gt Direct and manage project execution Carry out the project management plan by performing the activities included in it
gt Monitor and control the project work Oversee project work to meet the performance objectives of the project
gt Perform integrated change control Coordinate changes that affect the projectrsquos deliverables and organizational process assets
gt Close the project Finalize all project activities to formally close the project
47
48
專案選擇與決策分析模式- Financial Analysis of Projects
gt Financial considerations are often an important aspect of the project selection process
gt Three primary methods for determining the projected financial value of projectsbull Net present value (NPV) analysis
bull Payback analysis
Microsoft Excel 工作表
Microsoft Excel 工作表
49
Return on investment (ROI)
Multiplyby thediscountfactor eachyear then subtract costs from cumulativebenefits toget NPV
ROI = (total discounted benefits - total discounted costs) discounted costs
50
Weighted Scoring Modelgt A weighted scoring model is a tool that
provides a systematic process for selecting projects based on many criteria
gt Steps in identifying a weighted scoring model1 Identify criteria important to the project selection
process2 Assign weights (percentages) to each criterion so they
add up to 100 percent3 Assign scores to each criterion for each project4 Multiply the scores by the weights to get the total
weighted scores
gt The higher the weighted score the better
51
Sample Weighted Scoring Model for Project Selection
52
What is Project Scope Management
gt Scope refers to all the work involved in creating the products of the project and the processes used to create them
gt A deliverable (交付標的) is a product produced as part of a project such as hardware or software planning documents or meeting minutes
gt Project scope management includes the processes involved in defining and controlling what is or is not included in a project
53
Project Scope Management Processes
gt Scope planning Key inputs include the project charter preliminary scope statement and project management plan
gt Scope definition Reviewing the project charter and preliminary scope statement and adding more information as requirements are developed and change requests are approved
gt Creating the WBS Subdividing the major project deliverables into smaller more manageable components
gt Scope verification Formalizing acceptance of the project scope Scope creep
gt Scope control Controlling changes to project scope
54
Sample Intranet WBS Organized by Product
55
Sample Intranet WBS Organized by Phase
56
Intranet WBS in Tabular Form10 Concept
11 Evaluate current systems12 Define requirements
121 Define user requirements122 Define content requirements123 Define system requirements124 Define server owner requirements
13 Define specific functionality14 Define risks and risk management approach15 Develop project plan16 Brief Web development team
20 Web Site Design30 Web Site Development40 Roll Out50 Support
57
Intranet WBS and Gantt Chart in Project 2000
58
Intranet Gantt Chart Organized by Project Management Process Groups
59
Resulting WBS in Chart Form
60
Scope Management Demo
Microsoft Project Document
How to input scope based on WBS
How to number activities
Output to VISIO
61
Project Time Management Processes
gt Activity definition Identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables
gt Activity sequencing Identifying and documenting the relationships between project activities
gt Activity resource estimating Estimating how many resources a project team should use to perform project activities
gt Activity duration estimating Estimating the number of work periods that are needed to complete individual activities
gt Schedule development Analyzing activity sequences activity resource estimates and activity duration estimates to create the project schedule
gt Schedule control Controlling and managing changes to the project schedule
62
Activity Sequencing
gt Involves reviewing activities and determining dependencies
gt A dependency or relationship relates to the sequencing of project activities or tasks
gt You must determine dependencies in order to use critical path analysis
63
Network Diagrams
gt Network diagrams are the preferred technique for showing activity sequencing
gt A network diagram is a schematic display of the logical relationships among or sequencing of project activities
gt Two main formats are the arrow and precedence diagramming methods
64
Sample PDM (Precedence Diagramming Method)
Network Diagram
65
Gantt Chartsgt Gantt charts provide a standard format for
displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format
gt Symbols includebull Black diamonds Milestones
bull Thick black bars Summary tasks
bull Lighter horizontal bars Durations of tasks
bull Arrows Dependencies between tasks
66
Gantt Chart for Software Launch Project
67
Adding Milestones to Gantt Charts
gt Many people like to focus on meeting milestones especially for large projects
gt Milestones emphasize important events or accomplishments in projects
gt You typically create milestone by entering tasks that have a zero duration or you can mark any task as a milestone
68
Sample Tracking Gantt Chart
69
Critical Path Method (CPM)gt CPM is a network diagramming technique used to
predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
70
Estimate Activity Duration
AIB
AOA
Source Successful PM
71
Case Study Development of a Web-based IS
Requested to complete in 50 days
Source Successful PM
72
Forward Path ES amp EF
Source Successful PM
73
Backward Path LS amp LF
Source Successful PM
74
Summary Table
TF = LF ndash EF
= LS - ES
Critical path can be determined by the least TF
This project schedule should be shortened by 9 days to meet the ownerrsquos need
75
Critical Path
Source Successful PM
76
Using the Critical Path to Shorten a Project Schedule
gt Three main techniques for shortening schedules
bull Shortening the duration of critical activities or tasks by adding more resources or changing their scope
bull Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost
bull Fast tracking activities by doing them in parallel or overlapping them
77
Words of Caution on Using Project Management Softwaregt Many people misuse project management
software because they donrsquot understand important concepts and have not had training
gt You must enter dependencies to have dates adjust automatically and to determine the critical path
gt You must enter actual schedule information to compare planned and actual progress
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
3
課程規劃
gt 專案管理簡介 (Introduction)bull 專案 (Project)bull 專案管理 (Project Management)bull 專案生命週期(Project Life Cycle)bull 專案五大基本管理過程 (5 Processes)bull 專案管理九大知識領域 (9 Knowledge Areas)
gt 專案管理引用之技術bull 決策樹 (Decision Tree)bull 魚骨圖 (Fishbone Diagram)
4
課程規劃 (Contrsquod)bull 甘特圖 (Gantt Chart)bull 網路圖 (Network Diagram)bull 要徑法 (Critical Path Method)bull 計劃評核術 (PERT)bull 資訊科技應用 (IT Applications)
gt 專案整合管理 (PIM)bull 專案選擇與決策分析模式
bull 規劃成功的專案計畫書
gt 專案範疇管理 (Project Scope Mgmt)bull 專案範疇與產品範疇之定義與規劃實務
bull WBS工作分解之技巧與實務演練
bull 專案關鍵成敗因素KSF實務研討
5
課程規劃 (Contrsquod)gt 專案時間管理 (Project Time Mgmt)
bull CPMPERT技術實務演練
bull 時程發展與控制技巧
gt 專案成本管理 (Project Cost Mgmt)bull EVM實獲值管理理論
bull EVM實獲值管理之實務
gt 專案品質管理 (Project Quality Mgmt)bull 專案品質規劃與控制手法實務
bull 專案管理之整合專案管理計劃實務研討
gt 專案人力資源管理 (Project HR Mgmt)gt 專案管理軟體之使用介紹及實務應用
gt 案例分析專案溝通管理專案風險管理專案採購管理未包含於此次簡報
6
專案管理簡介
7
專案管理相關證照
gt 美國專案管理學會［Project Management Institute簡稱PMI］bull 成立於1969年並在1984年正式建立PMBOK知識體
系與PMP國際專業認證體系
bull 全球取得PMP人數已超過13萬多人
bull 台灣通過認證者目前僅超過三百人 中華專案管理學會輔助認證 (wwwnpmaorgtw)
bull 「CPMP中華專案管理師」認證培訓課程已於93年 11月1日通過行政院人事行政局之審查獲得「公務
人員終身學習機構認證
8
gt 供不應求bull 亞太PMP平均年薪118k元美金gt美國 PMP 780kbull IBMHP等大型企業日本政府及大陸北京規定奧
運工程公司須具備PMP資格
gt PMI在台測試中心台北高雄
9
PMP認證流程 (httpwwwpsigcomtw)
10
IPMA（國際專案管理協會）
gt 歐洲國家為主gt 台灣專案管理學會輔助認證 (wwwtpma-tworg )
gt A級bull 管理大型專案的專案副總（Certified ProjectProgram
Director）5年大型專案管理經驗
gt B級bull 專案協理（Certified Project Manager5年複雜專案管理經驗
gt C級bull 專案經理（Certified Project Management Professional）3年
一般專案管理經驗
gt D級bull 合格的專案成員（Certified Project Management Practitioner）
沒有工作經驗限制
11
中華知識管理應用協會
gt httpwwwkmorgtwgt 企業專案管理技術師 (EPMP)gt 交通大學專案管理認證中心
gt 報考資格bull 理相關科系之在校生修業達三十小時以上之管理課
程者可憑在學成績單或畢業證書報名「一級企業專 案管理技術師」考試
bull 詳細資格說明 httpwwwkmorgtwepmpadmissiblehtml
12
What is Project
gt A group of tasks (activities) performed within a definable time period (schedule) in order to meet a specific set of goalsobjectives (performance) within a budget (cost plan)bull A project generally exhibits most of the following
conditionsgt It is unique 非例行性的gt A project is finite 有限制時間資源gt Usually complex 複雜的gt Non-repetitive 非重複性的gt Requires multiple resources from a finite resource
pool 預算資源與績效限制
13
What is Project Management
gt Project management is ldquothe application of knowledge skills tools and techniques to project activities to meet project requirementsrdquo
PMI A Guide to the Project Management Body of Knowledge(PMBOKreg Guide) (2004) p 8
14
常見之專案管理輔助軟體
gt 國內自行研發專案管理軟體
gt Microsoft Project 2003 中小型專案
gt Primavera 大型專案
gt Primavera SureTrak Project Manager 小型專案
15
專案管理應用軟體範例
Source httpwwwnetaskcomtwserviceinfohtmpage=info_intro_web_pmhtm
16
More examples
Source Microsoft Project 2003
17
More examples
Source httpwwwprimaveracom
18
19
20
專案實例
gt 電子商務行銷專案 (服飾代理家具hellip)gt 大型活動專案 (學校百貨歌唱比賽hellip)gt 資訊系統發展專案 (電視新聞數位影音資料
庫區域無線上網行政院防救災資訊系統委 外專案計畫hellip)
gt 產品開發專案 (手機RFIDhellip)gt 工程專案 (建築土地開發高鐵捷運公
路海港道路修復橋梁設計掩埋場設計 hellip)
gt 其它醫療防疫小組人力召募專案創業
21
Project Life Cycle (專案生命週期)
22
PM Processes (PDCA)
Source PMBOK 2004
Plan ndash Do ndash Check ndash Action Cycle
23
Five Project Management Processesgt Initiating Processes (起始過程)gt Planning Processes (計畫過程)gt Executing Processes (執行過程)gt Controlling Processes (控制過程)gt Closing Processes (結案過程)
24
Nine Project Management Knowledge Areasgt Knowledge areas describe the key competencies
that project managers must developbull Four core knowledge areas lead to specific project objectives (scope
time cost and quality)bull Four facilitating knowledge areas are the means through which the
project objectives are achieved (human resources communication risk and procurement management)
bull One knowledge area (project integration management) affects and is affected by all of the other knowledge areas
bull All knowledge areas are important
25
Project Management Framework
26
Relationships Among Process Groups and Knowledge Areas
PMBOKreg Guide 2004 p 69
27
Relationships Among Process Groups and Knowledge Areas (contrsquod)
28
專案管理引用之技術
29
Decision Tree 決策樹
gt Decision Tree a graphical model of the natural sequence of both decision and state variables and their possible valuesbull Sequence maymay not matterbull All possible conditions should be included in model
30
GoNo-Go Decision (Chou)
31
Cost Prediction (Birnie 1991)
Microsoft Excel 工作表
Example
32
其它的決策實例
gt 該買預售屋或是成屋gt 活動該辦在地點A B or Cgt 賣場大樓該建於何處gt 該錄取何人
gt 道路規劃路線該選擇A B or Cgt 醫療精密儀器該選擇何廠牌
gt 隧道工程該採用何種工法 (TBM爆破 法潛盾工法hellip)
gt hellip
33
Fishbone Diagram
Microsoft Visio Drawing
34
Gantt Chart for Software Launch Project
35
Sample Tracking Gantt Chart
36
Sample Activity-on-Arrow (AOA) Network Diagram for Project X
37
Task Dependency Types
38
Critical Path Method (CPM)
gt CPM is a network diagramming technique used to predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
39
Determining the Critical Path for Project X
40
Program Evaluation and Review Technique (PERT)
gt PERT is a network analysis technique used to estimate project duration when there is a high degree of uncertainty about the individual activity duration estimates
gt PERT uses probabilistic time estimatesbull Duration estimates based on using optimistic most likely
and pessimistic estimates of activity durations or a three- point estimate
41
PERT Formula and Examplegt PERT weighted average =
optimistic time + 4X most likely time + pessimistic time6
gt ExamplePERT weighted average =8 workdays + 4 X 10 workdays + 24 workdays = 12 days
6where optimistic time= 8 daysmost likely time = 10 dayspessimistic time = 24 days
Therefore yoursquod use 12 days on the network diagram instead of 10 when using PERT for the above example
42
Management Information Systems in PM
gt MS Officebull Wordbull Excelbull Visiobull Project 2003bull FrontPagebull PowerPointbull Access
gt Primaveragt ASP
bull Application tailored for clientrsquos needs
gt Open Source Softwaregt hellip
43
44
九大知識領域
gt Project Integration Management
gt Core Knowledge [main focus in this two lectures]bull Project Scope Managementbull Project Time Managementbull Project Cost Managementbull Project Quality Management
gt Facilitating Knowledge [introduction only]bull Project Human Resource managementbull Project Communication Managementbull Project Risk Managementbull Project Procurement Management
45
Project Integration Management Processes
gt Develop the project charter Work with stakeholders to create the document that formally authorizes a projectmdashthe charter
gt Develop the preliminary project scope statement Work with stakeholders especially users of the projectrsquos products services or results to develop the high-level scope requirements and create a preliminary project scope statement
gt Develop the project management plan Coordinate all planning efforts to create a consistent coherent documentmdashthe project management plan
Adobe Acrobat 70 Document
46
Project Integration Management Processes (contrsquod)
gt Direct and manage project execution Carry out the project management plan by performing the activities included in it
gt Monitor and control the project work Oversee project work to meet the performance objectives of the project
gt Perform integrated change control Coordinate changes that affect the projectrsquos deliverables and organizational process assets
gt Close the project Finalize all project activities to formally close the project
47
48
專案選擇與決策分析模式- Financial Analysis of Projects
gt Financial considerations are often an important aspect of the project selection process
gt Three primary methods for determining the projected financial value of projectsbull Net present value (NPV) analysis
bull Payback analysis
Microsoft Excel 工作表
Microsoft Excel 工作表
49
Return on investment (ROI)
Multiplyby thediscountfactor eachyear then subtract costs from cumulativebenefits toget NPV
ROI = (total discounted benefits - total discounted costs) discounted costs
50
Weighted Scoring Modelgt A weighted scoring model is a tool that
provides a systematic process for selecting projects based on many criteria
gt Steps in identifying a weighted scoring model1 Identify criteria important to the project selection
process2 Assign weights (percentages) to each criterion so they
add up to 100 percent3 Assign scores to each criterion for each project4 Multiply the scores by the weights to get the total
weighted scores
gt The higher the weighted score the better
51
Sample Weighted Scoring Model for Project Selection
52
What is Project Scope Management
gt Scope refers to all the work involved in creating the products of the project and the processes used to create them
gt A deliverable (交付標的) is a product produced as part of a project such as hardware or software planning documents or meeting minutes
gt Project scope management includes the processes involved in defining and controlling what is or is not included in a project
53
Project Scope Management Processes
gt Scope planning Key inputs include the project charter preliminary scope statement and project management plan
gt Scope definition Reviewing the project charter and preliminary scope statement and adding more information as requirements are developed and change requests are approved
gt Creating the WBS Subdividing the major project deliverables into smaller more manageable components
gt Scope verification Formalizing acceptance of the project scope Scope creep
gt Scope control Controlling changes to project scope
54
Sample Intranet WBS Organized by Product
55
Sample Intranet WBS Organized by Phase
56
Intranet WBS in Tabular Form10 Concept
11 Evaluate current systems12 Define requirements
121 Define user requirements122 Define content requirements123 Define system requirements124 Define server owner requirements
13 Define specific functionality14 Define risks and risk management approach15 Develop project plan16 Brief Web development team
20 Web Site Design30 Web Site Development40 Roll Out50 Support
57
Intranet WBS and Gantt Chart in Project 2000
58
Intranet Gantt Chart Organized by Project Management Process Groups
59
Resulting WBS in Chart Form
60
Scope Management Demo
Microsoft Project Document
How to input scope based on WBS
How to number activities
Output to VISIO
61
Project Time Management Processes
gt Activity definition Identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables
gt Activity sequencing Identifying and documenting the relationships between project activities
gt Activity resource estimating Estimating how many resources a project team should use to perform project activities
gt Activity duration estimating Estimating the number of work periods that are needed to complete individual activities
gt Schedule development Analyzing activity sequences activity resource estimates and activity duration estimates to create the project schedule
gt Schedule control Controlling and managing changes to the project schedule
62
Activity Sequencing
gt Involves reviewing activities and determining dependencies
gt A dependency or relationship relates to the sequencing of project activities or tasks
gt You must determine dependencies in order to use critical path analysis
63
Network Diagrams
gt Network diagrams are the preferred technique for showing activity sequencing
gt A network diagram is a schematic display of the logical relationships among or sequencing of project activities
gt Two main formats are the arrow and precedence diagramming methods
64
Sample PDM (Precedence Diagramming Method)
Network Diagram
65
Gantt Chartsgt Gantt charts provide a standard format for
displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format
gt Symbols includebull Black diamonds Milestones
bull Thick black bars Summary tasks
bull Lighter horizontal bars Durations of tasks
bull Arrows Dependencies between tasks
66
Gantt Chart for Software Launch Project
67
Adding Milestones to Gantt Charts
gt Many people like to focus on meeting milestones especially for large projects
gt Milestones emphasize important events or accomplishments in projects
gt You typically create milestone by entering tasks that have a zero duration or you can mark any task as a milestone
68
Sample Tracking Gantt Chart
69
Critical Path Method (CPM)gt CPM is a network diagramming technique used to
predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
70
Estimate Activity Duration
AIB
AOA
Source Successful PM
71
Case Study Development of a Web-based IS
Requested to complete in 50 days
Source Successful PM
72
Forward Path ES amp EF
Source Successful PM
73
Backward Path LS amp LF
Source Successful PM
74
Summary Table
TF = LF ndash EF
= LS - ES
Critical path can be determined by the least TF
This project schedule should be shortened by 9 days to meet the ownerrsquos need
75
Critical Path
Source Successful PM
76
Using the Critical Path to Shorten a Project Schedule
gt Three main techniques for shortening schedules
bull Shortening the duration of critical activities or tasks by adding more resources or changing their scope
bull Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost
bull Fast tracking activities by doing them in parallel or overlapping them
77
Words of Caution on Using Project Management Softwaregt Many people misuse project management
software because they donrsquot understand important concepts and have not had training
gt You must enter dependencies to have dates adjust automatically and to determine the critical path
gt You must enter actual schedule information to compare planned and actual progress
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
4
課程規劃 (Contrsquod)bull 甘特圖 (Gantt Chart)bull 網路圖 (Network Diagram)bull 要徑法 (Critical Path Method)bull 計劃評核術 (PERT)bull 資訊科技應用 (IT Applications)
gt 專案整合管理 (PIM)bull 專案選擇與決策分析模式
bull 規劃成功的專案計畫書
gt 專案範疇管理 (Project Scope Mgmt)bull 專案範疇與產品範疇之定義與規劃實務
bull WBS工作分解之技巧與實務演練
bull 專案關鍵成敗因素KSF實務研討
5
課程規劃 (Contrsquod)gt 專案時間管理 (Project Time Mgmt)
bull CPMPERT技術實務演練
bull 時程發展與控制技巧
gt 專案成本管理 (Project Cost Mgmt)bull EVM實獲值管理理論
bull EVM實獲值管理之實務
gt 專案品質管理 (Project Quality Mgmt)bull 專案品質規劃與控制手法實務
bull 專案管理之整合專案管理計劃實務研討
gt 專案人力資源管理 (Project HR Mgmt)gt 專案管理軟體之使用介紹及實務應用
gt 案例分析專案溝通管理專案風險管理專案採購管理未包含於此次簡報
6
專案管理簡介
7
專案管理相關證照
gt 美國專案管理學會［Project Management Institute簡稱PMI］bull 成立於1969年並在1984年正式建立PMBOK知識體
系與PMP國際專業認證體系
bull 全球取得PMP人數已超過13萬多人
bull 台灣通過認證者目前僅超過三百人 中華專案管理學會輔助認證 (wwwnpmaorgtw)
bull 「CPMP中華專案管理師」認證培訓課程已於93年 11月1日通過行政院人事行政局之審查獲得「公務
人員終身學習機構認證
8
gt 供不應求bull 亞太PMP平均年薪118k元美金gt美國 PMP 780kbull IBMHP等大型企業日本政府及大陸北京規定奧
運工程公司須具備PMP資格
gt PMI在台測試中心台北高雄
9
PMP認證流程 (httpwwwpsigcomtw)
10
IPMA（國際專案管理協會）
gt 歐洲國家為主gt 台灣專案管理學會輔助認證 (wwwtpma-tworg )
gt A級bull 管理大型專案的專案副總（Certified ProjectProgram
Director）5年大型專案管理經驗
gt B級bull 專案協理（Certified Project Manager5年複雜專案管理經驗
gt C級bull 專案經理（Certified Project Management Professional）3年
一般專案管理經驗
gt D級bull 合格的專案成員（Certified Project Management Practitioner）
沒有工作經驗限制
11
中華知識管理應用協會
gt httpwwwkmorgtwgt 企業專案管理技術師 (EPMP)gt 交通大學專案管理認證中心
gt 報考資格bull 理相關科系之在校生修業達三十小時以上之管理課
程者可憑在學成績單或畢業證書報名「一級企業專 案管理技術師」考試
bull 詳細資格說明 httpwwwkmorgtwepmpadmissiblehtml
12
What is Project
gt A group of tasks (activities) performed within a definable time period (schedule) in order to meet a specific set of goalsobjectives (performance) within a budget (cost plan)bull A project generally exhibits most of the following
conditionsgt It is unique 非例行性的gt A project is finite 有限制時間資源gt Usually complex 複雜的gt Non-repetitive 非重複性的gt Requires multiple resources from a finite resource
pool 預算資源與績效限制
13
What is Project Management
gt Project management is ldquothe application of knowledge skills tools and techniques to project activities to meet project requirementsrdquo
PMI A Guide to the Project Management Body of Knowledge(PMBOKreg Guide) (2004) p 8
14
常見之專案管理輔助軟體
gt 國內自行研發專案管理軟體
gt Microsoft Project 2003 中小型專案
gt Primavera 大型專案
gt Primavera SureTrak Project Manager 小型專案
15
專案管理應用軟體範例
Source httpwwwnetaskcomtwserviceinfohtmpage=info_intro_web_pmhtm
16
More examples
Source Microsoft Project 2003
17
More examples
Source httpwwwprimaveracom
18
19
20
專案實例
gt 電子商務行銷專案 (服飾代理家具hellip)gt 大型活動專案 (學校百貨歌唱比賽hellip)gt 資訊系統發展專案 (電視新聞數位影音資料
庫區域無線上網行政院防救災資訊系統委 外專案計畫hellip)
gt 產品開發專案 (手機RFIDhellip)gt 工程專案 (建築土地開發高鐵捷運公
路海港道路修復橋梁設計掩埋場設計 hellip)
gt 其它醫療防疫小組人力召募專案創業
21
Project Life Cycle (專案生命週期)
22
PM Processes (PDCA)
Source PMBOK 2004
Plan ndash Do ndash Check ndash Action Cycle
23
Five Project Management Processesgt Initiating Processes (起始過程)gt Planning Processes (計畫過程)gt Executing Processes (執行過程)gt Controlling Processes (控制過程)gt Closing Processes (結案過程)
24
Nine Project Management Knowledge Areasgt Knowledge areas describe the key competencies
that project managers must developbull Four core knowledge areas lead to specific project objectives (scope
time cost and quality)bull Four facilitating knowledge areas are the means through which the
project objectives are achieved (human resources communication risk and procurement management)
bull One knowledge area (project integration management) affects and is affected by all of the other knowledge areas
bull All knowledge areas are important
25
Project Management Framework
26
Relationships Among Process Groups and Knowledge Areas
PMBOKreg Guide 2004 p 69
27
Relationships Among Process Groups and Knowledge Areas (contrsquod)
28
專案管理引用之技術
29
Decision Tree 決策樹
gt Decision Tree a graphical model of the natural sequence of both decision and state variables and their possible valuesbull Sequence maymay not matterbull All possible conditions should be included in model
30
GoNo-Go Decision (Chou)
31
Cost Prediction (Birnie 1991)
Microsoft Excel 工作表
Example
32
其它的決策實例
gt 該買預售屋或是成屋gt 活動該辦在地點A B or Cgt 賣場大樓該建於何處gt 該錄取何人
gt 道路規劃路線該選擇A B or Cgt 醫療精密儀器該選擇何廠牌
gt 隧道工程該採用何種工法 (TBM爆破 法潛盾工法hellip)
gt hellip
33
Fishbone Diagram
Microsoft Visio Drawing
34
Gantt Chart for Software Launch Project
35
Sample Tracking Gantt Chart
36
Sample Activity-on-Arrow (AOA) Network Diagram for Project X
37
Task Dependency Types
38
Critical Path Method (CPM)
gt CPM is a network diagramming technique used to predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
39
Determining the Critical Path for Project X
40
Program Evaluation and Review Technique (PERT)
gt PERT is a network analysis technique used to estimate project duration when there is a high degree of uncertainty about the individual activity duration estimates
gt PERT uses probabilistic time estimatesbull Duration estimates based on using optimistic most likely
and pessimistic estimates of activity durations or a three- point estimate
41
PERT Formula and Examplegt PERT weighted average =
optimistic time + 4X most likely time + pessimistic time6
gt ExamplePERT weighted average =8 workdays + 4 X 10 workdays + 24 workdays = 12 days
6where optimistic time= 8 daysmost likely time = 10 dayspessimistic time = 24 days
Therefore yoursquod use 12 days on the network diagram instead of 10 when using PERT for the above example
42
Management Information Systems in PM
gt MS Officebull Wordbull Excelbull Visiobull Project 2003bull FrontPagebull PowerPointbull Access
gt Primaveragt ASP
bull Application tailored for clientrsquos needs
gt Open Source Softwaregt hellip
43
44
九大知識領域
gt Project Integration Management
gt Core Knowledge [main focus in this two lectures]bull Project Scope Managementbull Project Time Managementbull Project Cost Managementbull Project Quality Management
gt Facilitating Knowledge [introduction only]bull Project Human Resource managementbull Project Communication Managementbull Project Risk Managementbull Project Procurement Management
45
Project Integration Management Processes
gt Develop the project charter Work with stakeholders to create the document that formally authorizes a projectmdashthe charter
gt Develop the preliminary project scope statement Work with stakeholders especially users of the projectrsquos products services or results to develop the high-level scope requirements and create a preliminary project scope statement
gt Develop the project management plan Coordinate all planning efforts to create a consistent coherent documentmdashthe project management plan
Adobe Acrobat 70 Document
46
Project Integration Management Processes (contrsquod)
gt Direct and manage project execution Carry out the project management plan by performing the activities included in it
gt Monitor and control the project work Oversee project work to meet the performance objectives of the project
gt Perform integrated change control Coordinate changes that affect the projectrsquos deliverables and organizational process assets
gt Close the project Finalize all project activities to formally close the project
47
48
專案選擇與決策分析模式- Financial Analysis of Projects
gt Financial considerations are often an important aspect of the project selection process
gt Three primary methods for determining the projected financial value of projectsbull Net present value (NPV) analysis
bull Payback analysis
Microsoft Excel 工作表
Microsoft Excel 工作表
49
Return on investment (ROI)
Multiplyby thediscountfactor eachyear then subtract costs from cumulativebenefits toget NPV
ROI = (total discounted benefits - total discounted costs) discounted costs
50
Weighted Scoring Modelgt A weighted scoring model is a tool that
provides a systematic process for selecting projects based on many criteria
gt Steps in identifying a weighted scoring model1 Identify criteria important to the project selection
process2 Assign weights (percentages) to each criterion so they
add up to 100 percent3 Assign scores to each criterion for each project4 Multiply the scores by the weights to get the total
weighted scores
gt The higher the weighted score the better
51
Sample Weighted Scoring Model for Project Selection
52
What is Project Scope Management
gt Scope refers to all the work involved in creating the products of the project and the processes used to create them
gt A deliverable (交付標的) is a product produced as part of a project such as hardware or software planning documents or meeting minutes
gt Project scope management includes the processes involved in defining and controlling what is or is not included in a project
53
Project Scope Management Processes
gt Scope planning Key inputs include the project charter preliminary scope statement and project management plan
gt Scope definition Reviewing the project charter and preliminary scope statement and adding more information as requirements are developed and change requests are approved
gt Creating the WBS Subdividing the major project deliverables into smaller more manageable components
gt Scope verification Formalizing acceptance of the project scope Scope creep
gt Scope control Controlling changes to project scope
54
Sample Intranet WBS Organized by Product
55
Sample Intranet WBS Organized by Phase
56
Intranet WBS in Tabular Form10 Concept
11 Evaluate current systems12 Define requirements
121 Define user requirements122 Define content requirements123 Define system requirements124 Define server owner requirements
13 Define specific functionality14 Define risks and risk management approach15 Develop project plan16 Brief Web development team
20 Web Site Design30 Web Site Development40 Roll Out50 Support
57
Intranet WBS and Gantt Chart in Project 2000
58
Intranet Gantt Chart Organized by Project Management Process Groups
59
Resulting WBS in Chart Form
60
Scope Management Demo
Microsoft Project Document
How to input scope based on WBS
How to number activities
Output to VISIO
61
Project Time Management Processes
gt Activity definition Identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables
gt Activity sequencing Identifying and documenting the relationships between project activities
gt Activity resource estimating Estimating how many resources a project team should use to perform project activities
gt Activity duration estimating Estimating the number of work periods that are needed to complete individual activities
gt Schedule development Analyzing activity sequences activity resource estimates and activity duration estimates to create the project schedule
gt Schedule control Controlling and managing changes to the project schedule
62
Activity Sequencing
gt Involves reviewing activities and determining dependencies
gt A dependency or relationship relates to the sequencing of project activities or tasks
gt You must determine dependencies in order to use critical path analysis
63
Network Diagrams
gt Network diagrams are the preferred technique for showing activity sequencing
gt A network diagram is a schematic display of the logical relationships among or sequencing of project activities
gt Two main formats are the arrow and precedence diagramming methods
64
Sample PDM (Precedence Diagramming Method)
Network Diagram
65
Gantt Chartsgt Gantt charts provide a standard format for
displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format
gt Symbols includebull Black diamonds Milestones
bull Thick black bars Summary tasks
bull Lighter horizontal bars Durations of tasks
bull Arrows Dependencies between tasks
66
Gantt Chart for Software Launch Project
67
Adding Milestones to Gantt Charts
gt Many people like to focus on meeting milestones especially for large projects
gt Milestones emphasize important events or accomplishments in projects
gt You typically create milestone by entering tasks that have a zero duration or you can mark any task as a milestone
68
Sample Tracking Gantt Chart
69
Critical Path Method (CPM)gt CPM is a network diagramming technique used to
predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
70
Estimate Activity Duration
AIB
AOA
Source Successful PM
71
Case Study Development of a Web-based IS
Requested to complete in 50 days
Source Successful PM
72
Forward Path ES amp EF
Source Successful PM
73
Backward Path LS amp LF
Source Successful PM
74
Summary Table
TF = LF ndash EF
= LS - ES
Critical path can be determined by the least TF
This project schedule should be shortened by 9 days to meet the ownerrsquos need
75
Critical Path
Source Successful PM
76
Using the Critical Path to Shorten a Project Schedule
gt Three main techniques for shortening schedules
bull Shortening the duration of critical activities or tasks by adding more resources or changing their scope
bull Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost
bull Fast tracking activities by doing them in parallel or overlapping them
77
Words of Caution on Using Project Management Softwaregt Many people misuse project management
software because they donrsquot understand important concepts and have not had training
gt You must enter dependencies to have dates adjust automatically and to determine the critical path
gt You must enter actual schedule information to compare planned and actual progress
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
5
課程規劃 (Contrsquod)gt 專案時間管理 (Project Time Mgmt)
bull CPMPERT技術實務演練
bull 時程發展與控制技巧
gt 專案成本管理 (Project Cost Mgmt)bull EVM實獲值管理理論
bull EVM實獲值管理之實務
gt 專案品質管理 (Project Quality Mgmt)bull 專案品質規劃與控制手法實務
bull 專案管理之整合專案管理計劃實務研討
gt 專案人力資源管理 (Project HR Mgmt)gt 專案管理軟體之使用介紹及實務應用
gt 案例分析專案溝通管理專案風險管理專案採購管理未包含於此次簡報
6
專案管理簡介
7
專案管理相關證照
gt 美國專案管理學會［Project Management Institute簡稱PMI］bull 成立於1969年並在1984年正式建立PMBOK知識體
系與PMP國際專業認證體系
bull 全球取得PMP人數已超過13萬多人
bull 台灣通過認證者目前僅超過三百人 中華專案管理學會輔助認證 (wwwnpmaorgtw)
bull 「CPMP中華專案管理師」認證培訓課程已於93年 11月1日通過行政院人事行政局之審查獲得「公務
人員終身學習機構認證
8
gt 供不應求bull 亞太PMP平均年薪118k元美金gt美國 PMP 780kbull IBMHP等大型企業日本政府及大陸北京規定奧
運工程公司須具備PMP資格
gt PMI在台測試中心台北高雄
9
PMP認證流程 (httpwwwpsigcomtw)
10
IPMA（國際專案管理協會）
gt 歐洲國家為主gt 台灣專案管理學會輔助認證 (wwwtpma-tworg )
gt A級bull 管理大型專案的專案副總（Certified ProjectProgram
Director）5年大型專案管理經驗
gt B級bull 專案協理（Certified Project Manager5年複雜專案管理經驗
gt C級bull 專案經理（Certified Project Management Professional）3年
一般專案管理經驗
gt D級bull 合格的專案成員（Certified Project Management Practitioner）
沒有工作經驗限制
11
中華知識管理應用協會
gt httpwwwkmorgtwgt 企業專案管理技術師 (EPMP)gt 交通大學專案管理認證中心
gt 報考資格bull 理相關科系之在校生修業達三十小時以上之管理課
程者可憑在學成績單或畢業證書報名「一級企業專 案管理技術師」考試
bull 詳細資格說明 httpwwwkmorgtwepmpadmissiblehtml
12
What is Project
gt A group of tasks (activities) performed within a definable time period (schedule) in order to meet a specific set of goalsobjectives (performance) within a budget (cost plan)bull A project generally exhibits most of the following
conditionsgt It is unique 非例行性的gt A project is finite 有限制時間資源gt Usually complex 複雜的gt Non-repetitive 非重複性的gt Requires multiple resources from a finite resource
pool 預算資源與績效限制
13
What is Project Management
gt Project management is ldquothe application of knowledge skills tools and techniques to project activities to meet project requirementsrdquo
PMI A Guide to the Project Management Body of Knowledge(PMBOKreg Guide) (2004) p 8
14
常見之專案管理輔助軟體
gt 國內自行研發專案管理軟體
gt Microsoft Project 2003 中小型專案
gt Primavera 大型專案
gt Primavera SureTrak Project Manager 小型專案
15
專案管理應用軟體範例
Source httpwwwnetaskcomtwserviceinfohtmpage=info_intro_web_pmhtm
16
More examples
Source Microsoft Project 2003
17
More examples
Source httpwwwprimaveracom
18
19
20
專案實例
gt 電子商務行銷專案 (服飾代理家具hellip)gt 大型活動專案 (學校百貨歌唱比賽hellip)gt 資訊系統發展專案 (電視新聞數位影音資料
庫區域無線上網行政院防救災資訊系統委 外專案計畫hellip)
gt 產品開發專案 (手機RFIDhellip)gt 工程專案 (建築土地開發高鐵捷運公
路海港道路修復橋梁設計掩埋場設計 hellip)
gt 其它醫療防疫小組人力召募專案創業
21
Project Life Cycle (專案生命週期)
22
PM Processes (PDCA)
Source PMBOK 2004
Plan ndash Do ndash Check ndash Action Cycle
23
Five Project Management Processesgt Initiating Processes (起始過程)gt Planning Processes (計畫過程)gt Executing Processes (執行過程)gt Controlling Processes (控制過程)gt Closing Processes (結案過程)
24
Nine Project Management Knowledge Areasgt Knowledge areas describe the key competencies
that project managers must developbull Four core knowledge areas lead to specific project objectives (scope
time cost and quality)bull Four facilitating knowledge areas are the means through which the
project objectives are achieved (human resources communication risk and procurement management)
bull One knowledge area (project integration management) affects and is affected by all of the other knowledge areas
bull All knowledge areas are important
25
Project Management Framework
26
Relationships Among Process Groups and Knowledge Areas
PMBOKreg Guide 2004 p 69
27
Relationships Among Process Groups and Knowledge Areas (contrsquod)
28
專案管理引用之技術
29
Decision Tree 決策樹
gt Decision Tree a graphical model of the natural sequence of both decision and state variables and their possible valuesbull Sequence maymay not matterbull All possible conditions should be included in model
30
GoNo-Go Decision (Chou)
31
Cost Prediction (Birnie 1991)
Microsoft Excel 工作表
Example
32
其它的決策實例
gt 該買預售屋或是成屋gt 活動該辦在地點A B or Cgt 賣場大樓該建於何處gt 該錄取何人
gt 道路規劃路線該選擇A B or Cgt 醫療精密儀器該選擇何廠牌
gt 隧道工程該採用何種工法 (TBM爆破 法潛盾工法hellip)
gt hellip
33
Fishbone Diagram
Microsoft Visio Drawing
34
Gantt Chart for Software Launch Project
35
Sample Tracking Gantt Chart
36
Sample Activity-on-Arrow (AOA) Network Diagram for Project X
37
Task Dependency Types
38
Critical Path Method (CPM)
gt CPM is a network diagramming technique used to predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
39
Determining the Critical Path for Project X
40
Program Evaluation and Review Technique (PERT)
gt PERT is a network analysis technique used to estimate project duration when there is a high degree of uncertainty about the individual activity duration estimates
gt PERT uses probabilistic time estimatesbull Duration estimates based on using optimistic most likely
and pessimistic estimates of activity durations or a three- point estimate
41
PERT Formula and Examplegt PERT weighted average =
optimistic time + 4X most likely time + pessimistic time6
gt ExamplePERT weighted average =8 workdays + 4 X 10 workdays + 24 workdays = 12 days
6where optimistic time= 8 daysmost likely time = 10 dayspessimistic time = 24 days
Therefore yoursquod use 12 days on the network diagram instead of 10 when using PERT for the above example
42
Management Information Systems in PM
gt MS Officebull Wordbull Excelbull Visiobull Project 2003bull FrontPagebull PowerPointbull Access
gt Primaveragt ASP
bull Application tailored for clientrsquos needs
gt Open Source Softwaregt hellip
43
44
九大知識領域
gt Project Integration Management
gt Core Knowledge [main focus in this two lectures]bull Project Scope Managementbull Project Time Managementbull Project Cost Managementbull Project Quality Management
gt Facilitating Knowledge [introduction only]bull Project Human Resource managementbull Project Communication Managementbull Project Risk Managementbull Project Procurement Management
45
Project Integration Management Processes
gt Develop the project charter Work with stakeholders to create the document that formally authorizes a projectmdashthe charter
gt Develop the preliminary project scope statement Work with stakeholders especially users of the projectrsquos products services or results to develop the high-level scope requirements and create a preliminary project scope statement
gt Develop the project management plan Coordinate all planning efforts to create a consistent coherent documentmdashthe project management plan
Adobe Acrobat 70 Document
46
Project Integration Management Processes (contrsquod)
gt Direct and manage project execution Carry out the project management plan by performing the activities included in it
gt Monitor and control the project work Oversee project work to meet the performance objectives of the project
gt Perform integrated change control Coordinate changes that affect the projectrsquos deliverables and organizational process assets
gt Close the project Finalize all project activities to formally close the project
47
48
專案選擇與決策分析模式- Financial Analysis of Projects
gt Financial considerations are often an important aspect of the project selection process
gt Three primary methods for determining the projected financial value of projectsbull Net present value (NPV) analysis
bull Payback analysis
Microsoft Excel 工作表
Microsoft Excel 工作表
49
Return on investment (ROI)
Multiplyby thediscountfactor eachyear then subtract costs from cumulativebenefits toget NPV
ROI = (total discounted benefits - total discounted costs) discounted costs
50
Weighted Scoring Modelgt A weighted scoring model is a tool that
provides a systematic process for selecting projects based on many criteria
gt Steps in identifying a weighted scoring model1 Identify criteria important to the project selection
process2 Assign weights (percentages) to each criterion so they
add up to 100 percent3 Assign scores to each criterion for each project4 Multiply the scores by the weights to get the total
weighted scores
gt The higher the weighted score the better
51
Sample Weighted Scoring Model for Project Selection
52
What is Project Scope Management
gt Scope refers to all the work involved in creating the products of the project and the processes used to create them
gt A deliverable (交付標的) is a product produced as part of a project such as hardware or software planning documents or meeting minutes
gt Project scope management includes the processes involved in defining and controlling what is or is not included in a project
53
Project Scope Management Processes
gt Scope planning Key inputs include the project charter preliminary scope statement and project management plan
gt Scope definition Reviewing the project charter and preliminary scope statement and adding more information as requirements are developed and change requests are approved
gt Creating the WBS Subdividing the major project deliverables into smaller more manageable components
gt Scope verification Formalizing acceptance of the project scope Scope creep
gt Scope control Controlling changes to project scope
54
Sample Intranet WBS Organized by Product
55
Sample Intranet WBS Organized by Phase
56
Intranet WBS in Tabular Form10 Concept
11 Evaluate current systems12 Define requirements
121 Define user requirements122 Define content requirements123 Define system requirements124 Define server owner requirements
13 Define specific functionality14 Define risks and risk management approach15 Develop project plan16 Brief Web development team
20 Web Site Design30 Web Site Development40 Roll Out50 Support
57
Intranet WBS and Gantt Chart in Project 2000
58
Intranet Gantt Chart Organized by Project Management Process Groups
59
Resulting WBS in Chart Form
60
Scope Management Demo
Microsoft Project Document
How to input scope based on WBS
How to number activities
Output to VISIO
61
Project Time Management Processes
gt Activity definition Identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables
gt Activity sequencing Identifying and documenting the relationships between project activities
gt Activity resource estimating Estimating how many resources a project team should use to perform project activities
gt Activity duration estimating Estimating the number of work periods that are needed to complete individual activities
gt Schedule development Analyzing activity sequences activity resource estimates and activity duration estimates to create the project schedule
gt Schedule control Controlling and managing changes to the project schedule
62
Activity Sequencing
gt Involves reviewing activities and determining dependencies
gt A dependency or relationship relates to the sequencing of project activities or tasks
gt You must determine dependencies in order to use critical path analysis
63
Network Diagrams
gt Network diagrams are the preferred technique for showing activity sequencing
gt A network diagram is a schematic display of the logical relationships among or sequencing of project activities
gt Two main formats are the arrow and precedence diagramming methods
64
Sample PDM (Precedence Diagramming Method)
Network Diagram
65
Gantt Chartsgt Gantt charts provide a standard format for
displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format
gt Symbols includebull Black diamonds Milestones
bull Thick black bars Summary tasks
bull Lighter horizontal bars Durations of tasks
bull Arrows Dependencies between tasks
66
Gantt Chart for Software Launch Project
67
Adding Milestones to Gantt Charts
gt Many people like to focus on meeting milestones especially for large projects
gt Milestones emphasize important events or accomplishments in projects
gt You typically create milestone by entering tasks that have a zero duration or you can mark any task as a milestone
68
Sample Tracking Gantt Chart
69
Critical Path Method (CPM)gt CPM is a network diagramming technique used to
predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
70
Estimate Activity Duration
AIB
AOA
Source Successful PM
71
Case Study Development of a Web-based IS
Requested to complete in 50 days
Source Successful PM
72
Forward Path ES amp EF
Source Successful PM
73
Backward Path LS amp LF
Source Successful PM
74
Summary Table
TF = LF ndash EF
= LS - ES
Critical path can be determined by the least TF
This project schedule should be shortened by 9 days to meet the ownerrsquos need
75
Critical Path
Source Successful PM
76
Using the Critical Path to Shorten a Project Schedule
gt Three main techniques for shortening schedules
bull Shortening the duration of critical activities or tasks by adding more resources or changing their scope
bull Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost
bull Fast tracking activities by doing them in parallel or overlapping them
77
Words of Caution on Using Project Management Softwaregt Many people misuse project management
software because they donrsquot understand important concepts and have not had training
gt You must enter dependencies to have dates adjust automatically and to determine the critical path
gt You must enter actual schedule information to compare planned and actual progress
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
6
專案管理簡介
7
專案管理相關證照
gt 美國專案管理學會［Project Management Institute簡稱PMI］bull 成立於1969年並在1984年正式建立PMBOK知識體
系與PMP國際專業認證體系
bull 全球取得PMP人數已超過13萬多人
bull 台灣通過認證者目前僅超過三百人 中華專案管理學會輔助認證 (wwwnpmaorgtw)
bull 「CPMP中華專案管理師」認證培訓課程已於93年 11月1日通過行政院人事行政局之審查獲得「公務
人員終身學習機構認證
8
gt 供不應求bull 亞太PMP平均年薪118k元美金gt美國 PMP 780kbull IBMHP等大型企業日本政府及大陸北京規定奧
運工程公司須具備PMP資格
gt PMI在台測試中心台北高雄
9
PMP認證流程 (httpwwwpsigcomtw)
10
IPMA（國際專案管理協會）
gt 歐洲國家為主gt 台灣專案管理學會輔助認證 (wwwtpma-tworg )
gt A級bull 管理大型專案的專案副總（Certified ProjectProgram
Director）5年大型專案管理經驗
gt B級bull 專案協理（Certified Project Manager5年複雜專案管理經驗
gt C級bull 專案經理（Certified Project Management Professional）3年
一般專案管理經驗
gt D級bull 合格的專案成員（Certified Project Management Practitioner）
沒有工作經驗限制
11
中華知識管理應用協會
gt httpwwwkmorgtwgt 企業專案管理技術師 (EPMP)gt 交通大學專案管理認證中心
gt 報考資格bull 理相關科系之在校生修業達三十小時以上之管理課
程者可憑在學成績單或畢業證書報名「一級企業專 案管理技術師」考試
bull 詳細資格說明 httpwwwkmorgtwepmpadmissiblehtml
12
What is Project
gt A group of tasks (activities) performed within a definable time period (schedule) in order to meet a specific set of goalsobjectives (performance) within a budget (cost plan)bull A project generally exhibits most of the following
conditionsgt It is unique 非例行性的gt A project is finite 有限制時間資源gt Usually complex 複雜的gt Non-repetitive 非重複性的gt Requires multiple resources from a finite resource
pool 預算資源與績效限制
13
What is Project Management
gt Project management is ldquothe application of knowledge skills tools and techniques to project activities to meet project requirementsrdquo
PMI A Guide to the Project Management Body of Knowledge(PMBOKreg Guide) (2004) p 8
14
常見之專案管理輔助軟體
gt 國內自行研發專案管理軟體
gt Microsoft Project 2003 中小型專案
gt Primavera 大型專案
gt Primavera SureTrak Project Manager 小型專案
15
專案管理應用軟體範例
Source httpwwwnetaskcomtwserviceinfohtmpage=info_intro_web_pmhtm
16
More examples
Source Microsoft Project 2003
17
More examples
Source httpwwwprimaveracom
18
19
20
專案實例
gt 電子商務行銷專案 (服飾代理家具hellip)gt 大型活動專案 (學校百貨歌唱比賽hellip)gt 資訊系統發展專案 (電視新聞數位影音資料
庫區域無線上網行政院防救災資訊系統委 外專案計畫hellip)
gt 產品開發專案 (手機RFIDhellip)gt 工程專案 (建築土地開發高鐵捷運公
路海港道路修復橋梁設計掩埋場設計 hellip)
gt 其它醫療防疫小組人力召募專案創業
21
Project Life Cycle (專案生命週期)
22
PM Processes (PDCA)
Source PMBOK 2004
Plan ndash Do ndash Check ndash Action Cycle
23
Five Project Management Processesgt Initiating Processes (起始過程)gt Planning Processes (計畫過程)gt Executing Processes (執行過程)gt Controlling Processes (控制過程)gt Closing Processes (結案過程)
24
Nine Project Management Knowledge Areasgt Knowledge areas describe the key competencies
that project managers must developbull Four core knowledge areas lead to specific project objectives (scope
time cost and quality)bull Four facilitating knowledge areas are the means through which the
project objectives are achieved (human resources communication risk and procurement management)
bull One knowledge area (project integration management) affects and is affected by all of the other knowledge areas
bull All knowledge areas are important
25
Project Management Framework
26
Relationships Among Process Groups and Knowledge Areas
PMBOKreg Guide 2004 p 69
27
Relationships Among Process Groups and Knowledge Areas (contrsquod)
28
專案管理引用之技術
29
Decision Tree 決策樹
gt Decision Tree a graphical model of the natural sequence of both decision and state variables and their possible valuesbull Sequence maymay not matterbull All possible conditions should be included in model
30
GoNo-Go Decision (Chou)
31
Cost Prediction (Birnie 1991)
Microsoft Excel 工作表
Example
32
其它的決策實例
gt 該買預售屋或是成屋gt 活動該辦在地點A B or Cgt 賣場大樓該建於何處gt 該錄取何人
gt 道路規劃路線該選擇A B or Cgt 醫療精密儀器該選擇何廠牌
gt 隧道工程該採用何種工法 (TBM爆破 法潛盾工法hellip)
gt hellip
33
Fishbone Diagram
Microsoft Visio Drawing
34
Gantt Chart for Software Launch Project
35
Sample Tracking Gantt Chart
36
Sample Activity-on-Arrow (AOA) Network Diagram for Project X
37
Task Dependency Types
38
Critical Path Method (CPM)
gt CPM is a network diagramming technique used to predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
39
Determining the Critical Path for Project X
40
Program Evaluation and Review Technique (PERT)
gt PERT is a network analysis technique used to estimate project duration when there is a high degree of uncertainty about the individual activity duration estimates
gt PERT uses probabilistic time estimatesbull Duration estimates based on using optimistic most likely
and pessimistic estimates of activity durations or a three- point estimate
41
PERT Formula and Examplegt PERT weighted average =
optimistic time + 4X most likely time + pessimistic time6
gt ExamplePERT weighted average =8 workdays + 4 X 10 workdays + 24 workdays = 12 days
6where optimistic time= 8 daysmost likely time = 10 dayspessimistic time = 24 days
Therefore yoursquod use 12 days on the network diagram instead of 10 when using PERT for the above example
42
Management Information Systems in PM
gt MS Officebull Wordbull Excelbull Visiobull Project 2003bull FrontPagebull PowerPointbull Access
gt Primaveragt ASP
bull Application tailored for clientrsquos needs
gt Open Source Softwaregt hellip
43
44
九大知識領域
gt Project Integration Management
gt Core Knowledge [main focus in this two lectures]bull Project Scope Managementbull Project Time Managementbull Project Cost Managementbull Project Quality Management
gt Facilitating Knowledge [introduction only]bull Project Human Resource managementbull Project Communication Managementbull Project Risk Managementbull Project Procurement Management
45
Project Integration Management Processes
gt Develop the project charter Work with stakeholders to create the document that formally authorizes a projectmdashthe charter
gt Develop the preliminary project scope statement Work with stakeholders especially users of the projectrsquos products services or results to develop the high-level scope requirements and create a preliminary project scope statement
gt Develop the project management plan Coordinate all planning efforts to create a consistent coherent documentmdashthe project management plan
Adobe Acrobat 70 Document
46
Project Integration Management Processes (contrsquod)
gt Direct and manage project execution Carry out the project management plan by performing the activities included in it
gt Monitor and control the project work Oversee project work to meet the performance objectives of the project
gt Perform integrated change control Coordinate changes that affect the projectrsquos deliverables and organizational process assets
gt Close the project Finalize all project activities to formally close the project
47
48
專案選擇與決策分析模式- Financial Analysis of Projects
gt Financial considerations are often an important aspect of the project selection process
gt Three primary methods for determining the projected financial value of projectsbull Net present value (NPV) analysis
bull Payback analysis
Microsoft Excel 工作表
Microsoft Excel 工作表
49
Return on investment (ROI)
Multiplyby thediscountfactor eachyear then subtract costs from cumulativebenefits toget NPV
ROI = (total discounted benefits - total discounted costs) discounted costs
50
Weighted Scoring Modelgt A weighted scoring model is a tool that
provides a systematic process for selecting projects based on many criteria
gt Steps in identifying a weighted scoring model1 Identify criteria important to the project selection
process2 Assign weights (percentages) to each criterion so they
add up to 100 percent3 Assign scores to each criterion for each project4 Multiply the scores by the weights to get the total
weighted scores
gt The higher the weighted score the better
51
Sample Weighted Scoring Model for Project Selection
52
What is Project Scope Management
gt Scope refers to all the work involved in creating the products of the project and the processes used to create them
gt A deliverable (交付標的) is a product produced as part of a project such as hardware or software planning documents or meeting minutes
gt Project scope management includes the processes involved in defining and controlling what is or is not included in a project
53
Project Scope Management Processes
gt Scope planning Key inputs include the project charter preliminary scope statement and project management plan
gt Scope definition Reviewing the project charter and preliminary scope statement and adding more information as requirements are developed and change requests are approved
gt Creating the WBS Subdividing the major project deliverables into smaller more manageable components
gt Scope verification Formalizing acceptance of the project scope Scope creep
gt Scope control Controlling changes to project scope
54
Sample Intranet WBS Organized by Product
55
Sample Intranet WBS Organized by Phase
56
Intranet WBS in Tabular Form10 Concept
11 Evaluate current systems12 Define requirements
121 Define user requirements122 Define content requirements123 Define system requirements124 Define server owner requirements
13 Define specific functionality14 Define risks and risk management approach15 Develop project plan16 Brief Web development team
20 Web Site Design30 Web Site Development40 Roll Out50 Support
57
Intranet WBS and Gantt Chart in Project 2000
58
Intranet Gantt Chart Organized by Project Management Process Groups
59
Resulting WBS in Chart Form
60
Scope Management Demo
Microsoft Project Document
How to input scope based on WBS
How to number activities
Output to VISIO
61
Project Time Management Processes
gt Activity definition Identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables
gt Activity sequencing Identifying and documenting the relationships between project activities
gt Activity resource estimating Estimating how many resources a project team should use to perform project activities
gt Activity duration estimating Estimating the number of work periods that are needed to complete individual activities
gt Schedule development Analyzing activity sequences activity resource estimates and activity duration estimates to create the project schedule
gt Schedule control Controlling and managing changes to the project schedule
62
Activity Sequencing
gt Involves reviewing activities and determining dependencies
gt A dependency or relationship relates to the sequencing of project activities or tasks
gt You must determine dependencies in order to use critical path analysis
63
Network Diagrams
gt Network diagrams are the preferred technique for showing activity sequencing
gt A network diagram is a schematic display of the logical relationships among or sequencing of project activities
gt Two main formats are the arrow and precedence diagramming methods
64
Sample PDM (Precedence Diagramming Method)
Network Diagram
65
Gantt Chartsgt Gantt charts provide a standard format for
displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format
gt Symbols includebull Black diamonds Milestones
bull Thick black bars Summary tasks
bull Lighter horizontal bars Durations of tasks
bull Arrows Dependencies between tasks
66
Gantt Chart for Software Launch Project
67
Adding Milestones to Gantt Charts
gt Many people like to focus on meeting milestones especially for large projects
gt Milestones emphasize important events or accomplishments in projects
gt You typically create milestone by entering tasks that have a zero duration or you can mark any task as a milestone
68
Sample Tracking Gantt Chart
69
Critical Path Method (CPM)gt CPM is a network diagramming technique used to
predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
70
Estimate Activity Duration
AIB
AOA
Source Successful PM
71
Case Study Development of a Web-based IS
Requested to complete in 50 days
Source Successful PM
72
Forward Path ES amp EF
Source Successful PM
73
Backward Path LS amp LF
Source Successful PM
74
Summary Table
TF = LF ndash EF
= LS - ES
Critical path can be determined by the least TF
This project schedule should be shortened by 9 days to meet the ownerrsquos need
75
Critical Path
Source Successful PM
76
Using the Critical Path to Shorten a Project Schedule
gt Three main techniques for shortening schedules
bull Shortening the duration of critical activities or tasks by adding more resources or changing their scope
bull Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost
bull Fast tracking activities by doing them in parallel or overlapping them
77
Words of Caution on Using Project Management Softwaregt Many people misuse project management
software because they donrsquot understand important concepts and have not had training
gt You must enter dependencies to have dates adjust automatically and to determine the critical path
gt You must enter actual schedule information to compare planned and actual progress
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
7
專案管理相關證照
gt 美國專案管理學會［Project Management Institute簡稱PMI］bull 成立於1969年並在1984年正式建立PMBOK知識體
系與PMP國際專業認證體系
bull 全球取得PMP人數已超過13萬多人
bull 台灣通過認證者目前僅超過三百人 中華專案管理學會輔助認證 (wwwnpmaorgtw)
bull 「CPMP中華專案管理師」認證培訓課程已於93年 11月1日通過行政院人事行政局之審查獲得「公務
人員終身學習機構認證
8
gt 供不應求bull 亞太PMP平均年薪118k元美金gt美國 PMP 780kbull IBMHP等大型企業日本政府及大陸北京規定奧
運工程公司須具備PMP資格
gt PMI在台測試中心台北高雄
9
PMP認證流程 (httpwwwpsigcomtw)
10
IPMA（國際專案管理協會）
gt 歐洲國家為主gt 台灣專案管理學會輔助認證 (wwwtpma-tworg )
gt A級bull 管理大型專案的專案副總（Certified ProjectProgram
Director）5年大型專案管理經驗
gt B級bull 專案協理（Certified Project Manager5年複雜專案管理經驗
gt C級bull 專案經理（Certified Project Management Professional）3年
一般專案管理經驗
gt D級bull 合格的專案成員（Certified Project Management Practitioner）
沒有工作經驗限制
11
中華知識管理應用協會
gt httpwwwkmorgtwgt 企業專案管理技術師 (EPMP)gt 交通大學專案管理認證中心
gt 報考資格bull 理相關科系之在校生修業達三十小時以上之管理課
程者可憑在學成績單或畢業證書報名「一級企業專 案管理技術師」考試
bull 詳細資格說明 httpwwwkmorgtwepmpadmissiblehtml
12
What is Project
gt A group of tasks (activities) performed within a definable time period (schedule) in order to meet a specific set of goalsobjectives (performance) within a budget (cost plan)bull A project generally exhibits most of the following
conditionsgt It is unique 非例行性的gt A project is finite 有限制時間資源gt Usually complex 複雜的gt Non-repetitive 非重複性的gt Requires multiple resources from a finite resource
pool 預算資源與績效限制
13
What is Project Management
gt Project management is ldquothe application of knowledge skills tools and techniques to project activities to meet project requirementsrdquo
PMI A Guide to the Project Management Body of Knowledge(PMBOKreg Guide) (2004) p 8
14
常見之專案管理輔助軟體
gt 國內自行研發專案管理軟體
gt Microsoft Project 2003 中小型專案
gt Primavera 大型專案
gt Primavera SureTrak Project Manager 小型專案
15
專案管理應用軟體範例
Source httpwwwnetaskcomtwserviceinfohtmpage=info_intro_web_pmhtm
16
More examples
Source Microsoft Project 2003
17
More examples
Source httpwwwprimaveracom
18
19
20
專案實例
gt 電子商務行銷專案 (服飾代理家具hellip)gt 大型活動專案 (學校百貨歌唱比賽hellip)gt 資訊系統發展專案 (電視新聞數位影音資料
庫區域無線上網行政院防救災資訊系統委 外專案計畫hellip)
gt 產品開發專案 (手機RFIDhellip)gt 工程專案 (建築土地開發高鐵捷運公
路海港道路修復橋梁設計掩埋場設計 hellip)
gt 其它醫療防疫小組人力召募專案創業
21
Project Life Cycle (專案生命週期)
22
PM Processes (PDCA)
Source PMBOK 2004
Plan ndash Do ndash Check ndash Action Cycle
23
Five Project Management Processesgt Initiating Processes (起始過程)gt Planning Processes (計畫過程)gt Executing Processes (執行過程)gt Controlling Processes (控制過程)gt Closing Processes (結案過程)
24
Nine Project Management Knowledge Areasgt Knowledge areas describe the key competencies
that project managers must developbull Four core knowledge areas lead to specific project objectives (scope
time cost and quality)bull Four facilitating knowledge areas are the means through which the
project objectives are achieved (human resources communication risk and procurement management)
bull One knowledge area (project integration management) affects and is affected by all of the other knowledge areas
bull All knowledge areas are important
25
Project Management Framework
26
Relationships Among Process Groups and Knowledge Areas
PMBOKreg Guide 2004 p 69
27
Relationships Among Process Groups and Knowledge Areas (contrsquod)
28
專案管理引用之技術
29
Decision Tree 決策樹
gt Decision Tree a graphical model of the natural sequence of both decision and state variables and their possible valuesbull Sequence maymay not matterbull All possible conditions should be included in model
30
GoNo-Go Decision (Chou)
31
Cost Prediction (Birnie 1991)
Microsoft Excel 工作表
Example
32
其它的決策實例
gt 該買預售屋或是成屋gt 活動該辦在地點A B or Cgt 賣場大樓該建於何處gt 該錄取何人
gt 道路規劃路線該選擇A B or Cgt 醫療精密儀器該選擇何廠牌
gt 隧道工程該採用何種工法 (TBM爆破 法潛盾工法hellip)
gt hellip
33
Fishbone Diagram
Microsoft Visio Drawing
34
Gantt Chart for Software Launch Project
35
Sample Tracking Gantt Chart
36
Sample Activity-on-Arrow (AOA) Network Diagram for Project X
37
Task Dependency Types
38
Critical Path Method (CPM)
gt CPM is a network diagramming technique used to predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
39
Determining the Critical Path for Project X
40
Program Evaluation and Review Technique (PERT)
gt PERT is a network analysis technique used to estimate project duration when there is a high degree of uncertainty about the individual activity duration estimates
gt PERT uses probabilistic time estimatesbull Duration estimates based on using optimistic most likely
and pessimistic estimates of activity durations or a three- point estimate
41
PERT Formula and Examplegt PERT weighted average =
optimistic time + 4X most likely time + pessimistic time6
gt ExamplePERT weighted average =8 workdays + 4 X 10 workdays + 24 workdays = 12 days
6where optimistic time= 8 daysmost likely time = 10 dayspessimistic time = 24 days
Therefore yoursquod use 12 days on the network diagram instead of 10 when using PERT for the above example
42
Management Information Systems in PM
gt MS Officebull Wordbull Excelbull Visiobull Project 2003bull FrontPagebull PowerPointbull Access
gt Primaveragt ASP
bull Application tailored for clientrsquos needs
gt Open Source Softwaregt hellip
43
44
九大知識領域
gt Project Integration Management
gt Core Knowledge [main focus in this two lectures]bull Project Scope Managementbull Project Time Managementbull Project Cost Managementbull Project Quality Management
gt Facilitating Knowledge [introduction only]bull Project Human Resource managementbull Project Communication Managementbull Project Risk Managementbull Project Procurement Management
45
Project Integration Management Processes
gt Develop the project charter Work with stakeholders to create the document that formally authorizes a projectmdashthe charter
gt Develop the preliminary project scope statement Work with stakeholders especially users of the projectrsquos products services or results to develop the high-level scope requirements and create a preliminary project scope statement
gt Develop the project management plan Coordinate all planning efforts to create a consistent coherent documentmdashthe project management plan
Adobe Acrobat 70 Document
46
Project Integration Management Processes (contrsquod)
gt Direct and manage project execution Carry out the project management plan by performing the activities included in it
gt Monitor and control the project work Oversee project work to meet the performance objectives of the project
gt Perform integrated change control Coordinate changes that affect the projectrsquos deliverables and organizational process assets
gt Close the project Finalize all project activities to formally close the project
47
48
專案選擇與決策分析模式- Financial Analysis of Projects
gt Financial considerations are often an important aspect of the project selection process
gt Three primary methods for determining the projected financial value of projectsbull Net present value (NPV) analysis
bull Payback analysis
Microsoft Excel 工作表
Microsoft Excel 工作表
49
Return on investment (ROI)
Multiplyby thediscountfactor eachyear then subtract costs from cumulativebenefits toget NPV
ROI = (total discounted benefits - total discounted costs) discounted costs
50
Weighted Scoring Modelgt A weighted scoring model is a tool that
provides a systematic process for selecting projects based on many criteria
gt Steps in identifying a weighted scoring model1 Identify criteria important to the project selection
process2 Assign weights (percentages) to each criterion so they
add up to 100 percent3 Assign scores to each criterion for each project4 Multiply the scores by the weights to get the total
weighted scores
gt The higher the weighted score the better
51
Sample Weighted Scoring Model for Project Selection
52
What is Project Scope Management
gt Scope refers to all the work involved in creating the products of the project and the processes used to create them
gt A deliverable (交付標的) is a product produced as part of a project such as hardware or software planning documents or meeting minutes
gt Project scope management includes the processes involved in defining and controlling what is or is not included in a project
53
Project Scope Management Processes
gt Scope planning Key inputs include the project charter preliminary scope statement and project management plan
gt Scope definition Reviewing the project charter and preliminary scope statement and adding more information as requirements are developed and change requests are approved
gt Creating the WBS Subdividing the major project deliverables into smaller more manageable components
gt Scope verification Formalizing acceptance of the project scope Scope creep
gt Scope control Controlling changes to project scope
54
Sample Intranet WBS Organized by Product
55
Sample Intranet WBS Organized by Phase
56
Intranet WBS in Tabular Form10 Concept
11 Evaluate current systems12 Define requirements
121 Define user requirements122 Define content requirements123 Define system requirements124 Define server owner requirements
13 Define specific functionality14 Define risks and risk management approach15 Develop project plan16 Brief Web development team
20 Web Site Design30 Web Site Development40 Roll Out50 Support
57
Intranet WBS and Gantt Chart in Project 2000
58
Intranet Gantt Chart Organized by Project Management Process Groups
59
Resulting WBS in Chart Form
60
Scope Management Demo
Microsoft Project Document
How to input scope based on WBS
How to number activities
Output to VISIO
61
Project Time Management Processes
gt Activity definition Identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables
gt Activity sequencing Identifying and documenting the relationships between project activities
gt Activity resource estimating Estimating how many resources a project team should use to perform project activities
gt Activity duration estimating Estimating the number of work periods that are needed to complete individual activities
gt Schedule development Analyzing activity sequences activity resource estimates and activity duration estimates to create the project schedule
gt Schedule control Controlling and managing changes to the project schedule
62
Activity Sequencing
gt Involves reviewing activities and determining dependencies
gt A dependency or relationship relates to the sequencing of project activities or tasks
gt You must determine dependencies in order to use critical path analysis
63
Network Diagrams
gt Network diagrams are the preferred technique for showing activity sequencing
gt A network diagram is a schematic display of the logical relationships among or sequencing of project activities
gt Two main formats are the arrow and precedence diagramming methods
64
Sample PDM (Precedence Diagramming Method)
Network Diagram
65
Gantt Chartsgt Gantt charts provide a standard format for
displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format
gt Symbols includebull Black diamonds Milestones
bull Thick black bars Summary tasks
bull Lighter horizontal bars Durations of tasks
bull Arrows Dependencies between tasks
66
Gantt Chart for Software Launch Project
67
Adding Milestones to Gantt Charts
gt Many people like to focus on meeting milestones especially for large projects
gt Milestones emphasize important events or accomplishments in projects
gt You typically create milestone by entering tasks that have a zero duration or you can mark any task as a milestone
68
Sample Tracking Gantt Chart
69
Critical Path Method (CPM)gt CPM is a network diagramming technique used to
predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
70
Estimate Activity Duration
AIB
AOA
Source Successful PM
71
Case Study Development of a Web-based IS
Requested to complete in 50 days
Source Successful PM
72
Forward Path ES amp EF
Source Successful PM
73
Backward Path LS amp LF
Source Successful PM
74
Summary Table
TF = LF ndash EF
= LS - ES
Critical path can be determined by the least TF
This project schedule should be shortened by 9 days to meet the ownerrsquos need
75
Critical Path
Source Successful PM
76
Using the Critical Path to Shorten a Project Schedule
gt Three main techniques for shortening schedules
bull Shortening the duration of critical activities or tasks by adding more resources or changing their scope
bull Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost
bull Fast tracking activities by doing them in parallel or overlapping them
77
Words of Caution on Using Project Management Softwaregt Many people misuse project management
software because they donrsquot understand important concepts and have not had training
gt You must enter dependencies to have dates adjust automatically and to determine the critical path
gt You must enter actual schedule information to compare planned and actual progress
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
8
gt 供不應求bull 亞太PMP平均年薪118k元美金gt美國 PMP 780kbull IBMHP等大型企業日本政府及大陸北京規定奧
運工程公司須具備PMP資格
gt PMI在台測試中心台北高雄
9
PMP認證流程 (httpwwwpsigcomtw)
10
IPMA（國際專案管理協會）
gt 歐洲國家為主gt 台灣專案管理學會輔助認證 (wwwtpma-tworg )
gt A級bull 管理大型專案的專案副總（Certified ProjectProgram
Director）5年大型專案管理經驗
gt B級bull 專案協理（Certified Project Manager5年複雜專案管理經驗
gt C級bull 專案經理（Certified Project Management Professional）3年
一般專案管理經驗
gt D級bull 合格的專案成員（Certified Project Management Practitioner）
沒有工作經驗限制
11
中華知識管理應用協會
gt httpwwwkmorgtwgt 企業專案管理技術師 (EPMP)gt 交通大學專案管理認證中心
gt 報考資格bull 理相關科系之在校生修業達三十小時以上之管理課
程者可憑在學成績單或畢業證書報名「一級企業專 案管理技術師」考試
bull 詳細資格說明 httpwwwkmorgtwepmpadmissiblehtml
12
What is Project
gt A group of tasks (activities) performed within a definable time period (schedule) in order to meet a specific set of goalsobjectives (performance) within a budget (cost plan)bull A project generally exhibits most of the following
conditionsgt It is unique 非例行性的gt A project is finite 有限制時間資源gt Usually complex 複雜的gt Non-repetitive 非重複性的gt Requires multiple resources from a finite resource
pool 預算資源與績效限制
13
What is Project Management
gt Project management is ldquothe application of knowledge skills tools and techniques to project activities to meet project requirementsrdquo
PMI A Guide to the Project Management Body of Knowledge(PMBOKreg Guide) (2004) p 8
14
常見之專案管理輔助軟體
gt 國內自行研發專案管理軟體
gt Microsoft Project 2003 中小型專案
gt Primavera 大型專案
gt Primavera SureTrak Project Manager 小型專案
15
專案管理應用軟體範例
Source httpwwwnetaskcomtwserviceinfohtmpage=info_intro_web_pmhtm
16
More examples
Source Microsoft Project 2003
17
More examples
Source httpwwwprimaveracom
18
19
20
專案實例
gt 電子商務行銷專案 (服飾代理家具hellip)gt 大型活動專案 (學校百貨歌唱比賽hellip)gt 資訊系統發展專案 (電視新聞數位影音資料
庫區域無線上網行政院防救災資訊系統委 外專案計畫hellip)
gt 產品開發專案 (手機RFIDhellip)gt 工程專案 (建築土地開發高鐵捷運公
路海港道路修復橋梁設計掩埋場設計 hellip)
gt 其它醫療防疫小組人力召募專案創業
21
Project Life Cycle (專案生命週期)
22
PM Processes (PDCA)
Source PMBOK 2004
Plan ndash Do ndash Check ndash Action Cycle
23
Five Project Management Processesgt Initiating Processes (起始過程)gt Planning Processes (計畫過程)gt Executing Processes (執行過程)gt Controlling Processes (控制過程)gt Closing Processes (結案過程)
24
Nine Project Management Knowledge Areasgt Knowledge areas describe the key competencies
that project managers must developbull Four core knowledge areas lead to specific project objectives (scope
time cost and quality)bull Four facilitating knowledge areas are the means through which the
project objectives are achieved (human resources communication risk and procurement management)
bull One knowledge area (project integration management) affects and is affected by all of the other knowledge areas
bull All knowledge areas are important
25
Project Management Framework
26
Relationships Among Process Groups and Knowledge Areas
PMBOKreg Guide 2004 p 69
27
Relationships Among Process Groups and Knowledge Areas (contrsquod)
28
專案管理引用之技術
29
Decision Tree 決策樹
gt Decision Tree a graphical model of the natural sequence of both decision and state variables and their possible valuesbull Sequence maymay not matterbull All possible conditions should be included in model
30
GoNo-Go Decision (Chou)
31
Cost Prediction (Birnie 1991)
Microsoft Excel 工作表
Example
32
其它的決策實例
gt 該買預售屋或是成屋gt 活動該辦在地點A B or Cgt 賣場大樓該建於何處gt 該錄取何人
gt 道路規劃路線該選擇A B or Cgt 醫療精密儀器該選擇何廠牌
gt 隧道工程該採用何種工法 (TBM爆破 法潛盾工法hellip)
gt hellip
33
Fishbone Diagram
Microsoft Visio Drawing
34
Gantt Chart for Software Launch Project
35
Sample Tracking Gantt Chart
36
Sample Activity-on-Arrow (AOA) Network Diagram for Project X
37
Task Dependency Types
38
Critical Path Method (CPM)
gt CPM is a network diagramming technique used to predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
39
Determining the Critical Path for Project X
40
Program Evaluation and Review Technique (PERT)
gt PERT is a network analysis technique used to estimate project duration when there is a high degree of uncertainty about the individual activity duration estimates
gt PERT uses probabilistic time estimatesbull Duration estimates based on using optimistic most likely
and pessimistic estimates of activity durations or a three- point estimate
41
PERT Formula and Examplegt PERT weighted average =
optimistic time + 4X most likely time + pessimistic time6
gt ExamplePERT weighted average =8 workdays + 4 X 10 workdays + 24 workdays = 12 days
6where optimistic time= 8 daysmost likely time = 10 dayspessimistic time = 24 days
Therefore yoursquod use 12 days on the network diagram instead of 10 when using PERT for the above example
42
Management Information Systems in PM
gt MS Officebull Wordbull Excelbull Visiobull Project 2003bull FrontPagebull PowerPointbull Access
gt Primaveragt ASP
bull Application tailored for clientrsquos needs
gt Open Source Softwaregt hellip
43
44
九大知識領域
gt Project Integration Management
gt Core Knowledge [main focus in this two lectures]bull Project Scope Managementbull Project Time Managementbull Project Cost Managementbull Project Quality Management
gt Facilitating Knowledge [introduction only]bull Project Human Resource managementbull Project Communication Managementbull Project Risk Managementbull Project Procurement Management
45
Project Integration Management Processes
gt Develop the project charter Work with stakeholders to create the document that formally authorizes a projectmdashthe charter
gt Develop the preliminary project scope statement Work with stakeholders especially users of the projectrsquos products services or results to develop the high-level scope requirements and create a preliminary project scope statement
gt Develop the project management plan Coordinate all planning efforts to create a consistent coherent documentmdashthe project management plan
Adobe Acrobat 70 Document
46
Project Integration Management Processes (contrsquod)
gt Direct and manage project execution Carry out the project management plan by performing the activities included in it
gt Monitor and control the project work Oversee project work to meet the performance objectives of the project
gt Perform integrated change control Coordinate changes that affect the projectrsquos deliverables and organizational process assets
gt Close the project Finalize all project activities to formally close the project
47
48
專案選擇與決策分析模式- Financial Analysis of Projects
gt Financial considerations are often an important aspect of the project selection process
gt Three primary methods for determining the projected financial value of projectsbull Net present value (NPV) analysis
bull Payback analysis
Microsoft Excel 工作表
Microsoft Excel 工作表
49
Return on investment (ROI)
Multiplyby thediscountfactor eachyear then subtract costs from cumulativebenefits toget NPV
ROI = (total discounted benefits - total discounted costs) discounted costs
50
Weighted Scoring Modelgt A weighted scoring model is a tool that
provides a systematic process for selecting projects based on many criteria
gt Steps in identifying a weighted scoring model1 Identify criteria important to the project selection
process2 Assign weights (percentages) to each criterion so they
add up to 100 percent3 Assign scores to each criterion for each project4 Multiply the scores by the weights to get the total
weighted scores
gt The higher the weighted score the better
51
Sample Weighted Scoring Model for Project Selection
52
What is Project Scope Management
gt Scope refers to all the work involved in creating the products of the project and the processes used to create them
gt A deliverable (交付標的) is a product produced as part of a project such as hardware or software planning documents or meeting minutes
gt Project scope management includes the processes involved in defining and controlling what is or is not included in a project
53
Project Scope Management Processes
gt Scope planning Key inputs include the project charter preliminary scope statement and project management plan
gt Scope definition Reviewing the project charter and preliminary scope statement and adding more information as requirements are developed and change requests are approved
gt Creating the WBS Subdividing the major project deliverables into smaller more manageable components
gt Scope verification Formalizing acceptance of the project scope Scope creep
gt Scope control Controlling changes to project scope
54
Sample Intranet WBS Organized by Product
55
Sample Intranet WBS Organized by Phase
56
Intranet WBS in Tabular Form10 Concept
11 Evaluate current systems12 Define requirements
121 Define user requirements122 Define content requirements123 Define system requirements124 Define server owner requirements
13 Define specific functionality14 Define risks and risk management approach15 Develop project plan16 Brief Web development team
20 Web Site Design30 Web Site Development40 Roll Out50 Support
57
Intranet WBS and Gantt Chart in Project 2000
58
Intranet Gantt Chart Organized by Project Management Process Groups
59
Resulting WBS in Chart Form
60
Scope Management Demo
Microsoft Project Document
How to input scope based on WBS
How to number activities
Output to VISIO
61
Project Time Management Processes
gt Activity definition Identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables
gt Activity sequencing Identifying and documenting the relationships between project activities
gt Activity resource estimating Estimating how many resources a project team should use to perform project activities
gt Activity duration estimating Estimating the number of work periods that are needed to complete individual activities
gt Schedule development Analyzing activity sequences activity resource estimates and activity duration estimates to create the project schedule
gt Schedule control Controlling and managing changes to the project schedule
62
Activity Sequencing
gt Involves reviewing activities and determining dependencies
gt A dependency or relationship relates to the sequencing of project activities or tasks
gt You must determine dependencies in order to use critical path analysis
63
Network Diagrams
gt Network diagrams are the preferred technique for showing activity sequencing
gt A network diagram is a schematic display of the logical relationships among or sequencing of project activities
gt Two main formats are the arrow and precedence diagramming methods
64
Sample PDM (Precedence Diagramming Method)
Network Diagram
65
Gantt Chartsgt Gantt charts provide a standard format for
displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format
gt Symbols includebull Black diamonds Milestones
bull Thick black bars Summary tasks
bull Lighter horizontal bars Durations of tasks
bull Arrows Dependencies between tasks
66
Gantt Chart for Software Launch Project
67
Adding Milestones to Gantt Charts
gt Many people like to focus on meeting milestones especially for large projects
gt Milestones emphasize important events or accomplishments in projects
gt You typically create milestone by entering tasks that have a zero duration or you can mark any task as a milestone
68
Sample Tracking Gantt Chart
69
Critical Path Method (CPM)gt CPM is a network diagramming technique used to
predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
70
Estimate Activity Duration
AIB
AOA
Source Successful PM
71
Case Study Development of a Web-based IS
Requested to complete in 50 days
Source Successful PM
72
Forward Path ES amp EF
Source Successful PM
73
Backward Path LS amp LF
Source Successful PM
74
Summary Table
TF = LF ndash EF
= LS - ES
Critical path can be determined by the least TF
This project schedule should be shortened by 9 days to meet the ownerrsquos need
75
Critical Path
Source Successful PM
76
Using the Critical Path to Shorten a Project Schedule
gt Three main techniques for shortening schedules
bull Shortening the duration of critical activities or tasks by adding more resources or changing their scope
bull Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost
bull Fast tracking activities by doing them in parallel or overlapping them
77
Words of Caution on Using Project Management Softwaregt Many people misuse project management
software because they donrsquot understand important concepts and have not had training
gt You must enter dependencies to have dates adjust automatically and to determine the critical path
gt You must enter actual schedule information to compare planned and actual progress
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
9
PMP認證流程 (httpwwwpsigcomtw)
10
IPMA（國際專案管理協會）
gt 歐洲國家為主gt 台灣專案管理學會輔助認證 (wwwtpma-tworg )
gt A級bull 管理大型專案的專案副總（Certified ProjectProgram
Director）5年大型專案管理經驗
gt B級bull 專案協理（Certified Project Manager5年複雜專案管理經驗
gt C級bull 專案經理（Certified Project Management Professional）3年
一般專案管理經驗
gt D級bull 合格的專案成員（Certified Project Management Practitioner）
沒有工作經驗限制
11
中華知識管理應用協會
gt httpwwwkmorgtwgt 企業專案管理技術師 (EPMP)gt 交通大學專案管理認證中心
gt 報考資格bull 理相關科系之在校生修業達三十小時以上之管理課
程者可憑在學成績單或畢業證書報名「一級企業專 案管理技術師」考試
bull 詳細資格說明 httpwwwkmorgtwepmpadmissiblehtml
12
What is Project
gt A group of tasks (activities) performed within a definable time period (schedule) in order to meet a specific set of goalsobjectives (performance) within a budget (cost plan)bull A project generally exhibits most of the following
conditionsgt It is unique 非例行性的gt A project is finite 有限制時間資源gt Usually complex 複雜的gt Non-repetitive 非重複性的gt Requires multiple resources from a finite resource
pool 預算資源與績效限制
13
What is Project Management
gt Project management is ldquothe application of knowledge skills tools and techniques to project activities to meet project requirementsrdquo
PMI A Guide to the Project Management Body of Knowledge(PMBOKreg Guide) (2004) p 8
14
常見之專案管理輔助軟體
gt 國內自行研發專案管理軟體
gt Microsoft Project 2003 中小型專案
gt Primavera 大型專案
gt Primavera SureTrak Project Manager 小型專案
15
專案管理應用軟體範例
Source httpwwwnetaskcomtwserviceinfohtmpage=info_intro_web_pmhtm
16
More examples
Source Microsoft Project 2003
17
More examples
Source httpwwwprimaveracom
18
19
20
專案實例
gt 電子商務行銷專案 (服飾代理家具hellip)gt 大型活動專案 (學校百貨歌唱比賽hellip)gt 資訊系統發展專案 (電視新聞數位影音資料
庫區域無線上網行政院防救災資訊系統委 外專案計畫hellip)
gt 產品開發專案 (手機RFIDhellip)gt 工程專案 (建築土地開發高鐵捷運公
路海港道路修復橋梁設計掩埋場設計 hellip)
gt 其它醫療防疫小組人力召募專案創業
21
Project Life Cycle (專案生命週期)
22
PM Processes (PDCA)
Source PMBOK 2004
Plan ndash Do ndash Check ndash Action Cycle
23
Five Project Management Processesgt Initiating Processes (起始過程)gt Planning Processes (計畫過程)gt Executing Processes (執行過程)gt Controlling Processes (控制過程)gt Closing Processes (結案過程)
24
Nine Project Management Knowledge Areasgt Knowledge areas describe the key competencies
that project managers must developbull Four core knowledge areas lead to specific project objectives (scope
time cost and quality)bull Four facilitating knowledge areas are the means through which the
project objectives are achieved (human resources communication risk and procurement management)
bull One knowledge area (project integration management) affects and is affected by all of the other knowledge areas
bull All knowledge areas are important
25
Project Management Framework
26
Relationships Among Process Groups and Knowledge Areas
PMBOKreg Guide 2004 p 69
27
Relationships Among Process Groups and Knowledge Areas (contrsquod)
28
專案管理引用之技術
29
Decision Tree 決策樹
gt Decision Tree a graphical model of the natural sequence of both decision and state variables and their possible valuesbull Sequence maymay not matterbull All possible conditions should be included in model
30
GoNo-Go Decision (Chou)
31
Cost Prediction (Birnie 1991)
Microsoft Excel 工作表
Example
32
其它的決策實例
gt 該買預售屋或是成屋gt 活動該辦在地點A B or Cgt 賣場大樓該建於何處gt 該錄取何人
gt 道路規劃路線該選擇A B or Cgt 醫療精密儀器該選擇何廠牌
gt 隧道工程該採用何種工法 (TBM爆破 法潛盾工法hellip)
gt hellip
33
Fishbone Diagram
Microsoft Visio Drawing
34
Gantt Chart for Software Launch Project
35
Sample Tracking Gantt Chart
36
Sample Activity-on-Arrow (AOA) Network Diagram for Project X
37
Task Dependency Types
38
Critical Path Method (CPM)
gt CPM is a network diagramming technique used to predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
39
Determining the Critical Path for Project X
40
Program Evaluation and Review Technique (PERT)
gt PERT is a network analysis technique used to estimate project duration when there is a high degree of uncertainty about the individual activity duration estimates
gt PERT uses probabilistic time estimatesbull Duration estimates based on using optimistic most likely
and pessimistic estimates of activity durations or a three- point estimate
41
PERT Formula and Examplegt PERT weighted average =
optimistic time + 4X most likely time + pessimistic time6
gt ExamplePERT weighted average =8 workdays + 4 X 10 workdays + 24 workdays = 12 days
6where optimistic time= 8 daysmost likely time = 10 dayspessimistic time = 24 days
Therefore yoursquod use 12 days on the network diagram instead of 10 when using PERT for the above example
42
Management Information Systems in PM
gt MS Officebull Wordbull Excelbull Visiobull Project 2003bull FrontPagebull PowerPointbull Access
gt Primaveragt ASP
bull Application tailored for clientrsquos needs
gt Open Source Softwaregt hellip
43
44
九大知識領域
gt Project Integration Management
gt Core Knowledge [main focus in this two lectures]bull Project Scope Managementbull Project Time Managementbull Project Cost Managementbull Project Quality Management
gt Facilitating Knowledge [introduction only]bull Project Human Resource managementbull Project Communication Managementbull Project Risk Managementbull Project Procurement Management
45
Project Integration Management Processes
gt Develop the project charter Work with stakeholders to create the document that formally authorizes a projectmdashthe charter
gt Develop the preliminary project scope statement Work with stakeholders especially users of the projectrsquos products services or results to develop the high-level scope requirements and create a preliminary project scope statement
gt Develop the project management plan Coordinate all planning efforts to create a consistent coherent documentmdashthe project management plan
Adobe Acrobat 70 Document
46
Project Integration Management Processes (contrsquod)
gt Direct and manage project execution Carry out the project management plan by performing the activities included in it
gt Monitor and control the project work Oversee project work to meet the performance objectives of the project
gt Perform integrated change control Coordinate changes that affect the projectrsquos deliverables and organizational process assets
gt Close the project Finalize all project activities to formally close the project
47
48
專案選擇與決策分析模式- Financial Analysis of Projects
gt Financial considerations are often an important aspect of the project selection process
gt Three primary methods for determining the projected financial value of projectsbull Net present value (NPV) analysis
bull Payback analysis
Microsoft Excel 工作表
Microsoft Excel 工作表
49
Return on investment (ROI)
Multiplyby thediscountfactor eachyear then subtract costs from cumulativebenefits toget NPV
ROI = (total discounted benefits - total discounted costs) discounted costs
50
Weighted Scoring Modelgt A weighted scoring model is a tool that
provides a systematic process for selecting projects based on many criteria
gt Steps in identifying a weighted scoring model1 Identify criteria important to the project selection
process2 Assign weights (percentages) to each criterion so they
add up to 100 percent3 Assign scores to each criterion for each project4 Multiply the scores by the weights to get the total
weighted scores
gt The higher the weighted score the better
51
Sample Weighted Scoring Model for Project Selection
52
What is Project Scope Management
gt Scope refers to all the work involved in creating the products of the project and the processes used to create them
gt A deliverable (交付標的) is a product produced as part of a project such as hardware or software planning documents or meeting minutes
gt Project scope management includes the processes involved in defining and controlling what is or is not included in a project
53
Project Scope Management Processes
gt Scope planning Key inputs include the project charter preliminary scope statement and project management plan
gt Scope definition Reviewing the project charter and preliminary scope statement and adding more information as requirements are developed and change requests are approved
gt Creating the WBS Subdividing the major project deliverables into smaller more manageable components
gt Scope verification Formalizing acceptance of the project scope Scope creep
gt Scope control Controlling changes to project scope
54
Sample Intranet WBS Organized by Product
55
Sample Intranet WBS Organized by Phase
56
Intranet WBS in Tabular Form10 Concept
11 Evaluate current systems12 Define requirements
121 Define user requirements122 Define content requirements123 Define system requirements124 Define server owner requirements
13 Define specific functionality14 Define risks and risk management approach15 Develop project plan16 Brief Web development team
20 Web Site Design30 Web Site Development40 Roll Out50 Support
57
Intranet WBS and Gantt Chart in Project 2000
58
Intranet Gantt Chart Organized by Project Management Process Groups
59
Resulting WBS in Chart Form
60
Scope Management Demo
Microsoft Project Document
How to input scope based on WBS
How to number activities
Output to VISIO
61
Project Time Management Processes
gt Activity definition Identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables
gt Activity sequencing Identifying and documenting the relationships between project activities
gt Activity resource estimating Estimating how many resources a project team should use to perform project activities
gt Activity duration estimating Estimating the number of work periods that are needed to complete individual activities
gt Schedule development Analyzing activity sequences activity resource estimates and activity duration estimates to create the project schedule
gt Schedule control Controlling and managing changes to the project schedule
62
Activity Sequencing
gt Involves reviewing activities and determining dependencies
gt A dependency or relationship relates to the sequencing of project activities or tasks
gt You must determine dependencies in order to use critical path analysis
63
Network Diagrams
gt Network diagrams are the preferred technique for showing activity sequencing
gt A network diagram is a schematic display of the logical relationships among or sequencing of project activities
gt Two main formats are the arrow and precedence diagramming methods
64
Sample PDM (Precedence Diagramming Method)
Network Diagram
65
Gantt Chartsgt Gantt charts provide a standard format for
displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format
gt Symbols includebull Black diamonds Milestones
bull Thick black bars Summary tasks
bull Lighter horizontal bars Durations of tasks
bull Arrows Dependencies between tasks
66
Gantt Chart for Software Launch Project
67
Adding Milestones to Gantt Charts
gt Many people like to focus on meeting milestones especially for large projects
gt Milestones emphasize important events or accomplishments in projects
gt You typically create milestone by entering tasks that have a zero duration or you can mark any task as a milestone
68
Sample Tracking Gantt Chart
69
Critical Path Method (CPM)gt CPM is a network diagramming technique used to
predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
70
Estimate Activity Duration
AIB
AOA
Source Successful PM
71
Case Study Development of a Web-based IS
Requested to complete in 50 days
Source Successful PM
72
Forward Path ES amp EF
Source Successful PM
73
Backward Path LS amp LF
Source Successful PM
74
Summary Table
TF = LF ndash EF
= LS - ES
Critical path can be determined by the least TF
This project schedule should be shortened by 9 days to meet the ownerrsquos need
75
Critical Path
Source Successful PM
76
Using the Critical Path to Shorten a Project Schedule
gt Three main techniques for shortening schedules
bull Shortening the duration of critical activities or tasks by adding more resources or changing their scope
bull Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost
bull Fast tracking activities by doing them in parallel or overlapping them
77
Words of Caution on Using Project Management Softwaregt Many people misuse project management
software because they donrsquot understand important concepts and have not had training
gt You must enter dependencies to have dates adjust automatically and to determine the critical path
gt You must enter actual schedule information to compare planned and actual progress
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
10
IPMA（國際專案管理協會）
gt 歐洲國家為主gt 台灣專案管理學會輔助認證 (wwwtpma-tworg )
gt A級bull 管理大型專案的專案副總（Certified ProjectProgram
Director）5年大型專案管理經驗
gt B級bull 專案協理（Certified Project Manager5年複雜專案管理經驗
gt C級bull 專案經理（Certified Project Management Professional）3年
一般專案管理經驗
gt D級bull 合格的專案成員（Certified Project Management Practitioner）
沒有工作經驗限制
11
中華知識管理應用協會
gt httpwwwkmorgtwgt 企業專案管理技術師 (EPMP)gt 交通大學專案管理認證中心
gt 報考資格bull 理相關科系之在校生修業達三十小時以上之管理課
程者可憑在學成績單或畢業證書報名「一級企業專 案管理技術師」考試
bull 詳細資格說明 httpwwwkmorgtwepmpadmissiblehtml
12
What is Project
gt A group of tasks (activities) performed within a definable time period (schedule) in order to meet a specific set of goalsobjectives (performance) within a budget (cost plan)bull A project generally exhibits most of the following
conditionsgt It is unique 非例行性的gt A project is finite 有限制時間資源gt Usually complex 複雜的gt Non-repetitive 非重複性的gt Requires multiple resources from a finite resource
pool 預算資源與績效限制
13
What is Project Management
gt Project management is ldquothe application of knowledge skills tools and techniques to project activities to meet project requirementsrdquo
PMI A Guide to the Project Management Body of Knowledge(PMBOKreg Guide) (2004) p 8
14
常見之專案管理輔助軟體
gt 國內自行研發專案管理軟體
gt Microsoft Project 2003 中小型專案
gt Primavera 大型專案
gt Primavera SureTrak Project Manager 小型專案
15
專案管理應用軟體範例
Source httpwwwnetaskcomtwserviceinfohtmpage=info_intro_web_pmhtm
16
More examples
Source Microsoft Project 2003
17
More examples
Source httpwwwprimaveracom
18
19
20
專案實例
gt 電子商務行銷專案 (服飾代理家具hellip)gt 大型活動專案 (學校百貨歌唱比賽hellip)gt 資訊系統發展專案 (電視新聞數位影音資料
庫區域無線上網行政院防救災資訊系統委 外專案計畫hellip)
gt 產品開發專案 (手機RFIDhellip)gt 工程專案 (建築土地開發高鐵捷運公
路海港道路修復橋梁設計掩埋場設計 hellip)
gt 其它醫療防疫小組人力召募專案創業
21
Project Life Cycle (專案生命週期)
22
PM Processes (PDCA)
Source PMBOK 2004
Plan ndash Do ndash Check ndash Action Cycle
23
Five Project Management Processesgt Initiating Processes (起始過程)gt Planning Processes (計畫過程)gt Executing Processes (執行過程)gt Controlling Processes (控制過程)gt Closing Processes (結案過程)
24
Nine Project Management Knowledge Areasgt Knowledge areas describe the key competencies
that project managers must developbull Four core knowledge areas lead to specific project objectives (scope
time cost and quality)bull Four facilitating knowledge areas are the means through which the
project objectives are achieved (human resources communication risk and procurement management)
bull One knowledge area (project integration management) affects and is affected by all of the other knowledge areas
bull All knowledge areas are important
25
Project Management Framework
26
Relationships Among Process Groups and Knowledge Areas
PMBOKreg Guide 2004 p 69
27
Relationships Among Process Groups and Knowledge Areas (contrsquod)
28
專案管理引用之技術
29
Decision Tree 決策樹
gt Decision Tree a graphical model of the natural sequence of both decision and state variables and their possible valuesbull Sequence maymay not matterbull All possible conditions should be included in model
30
GoNo-Go Decision (Chou)
31
Cost Prediction (Birnie 1991)
Microsoft Excel 工作表
Example
32
其它的決策實例
gt 該買預售屋或是成屋gt 活動該辦在地點A B or Cgt 賣場大樓該建於何處gt 該錄取何人
gt 道路規劃路線該選擇A B or Cgt 醫療精密儀器該選擇何廠牌
gt 隧道工程該採用何種工法 (TBM爆破 法潛盾工法hellip)
gt hellip
33
Fishbone Diagram
Microsoft Visio Drawing
34
Gantt Chart for Software Launch Project
35
Sample Tracking Gantt Chart
36
Sample Activity-on-Arrow (AOA) Network Diagram for Project X
37
Task Dependency Types
38
Critical Path Method (CPM)
gt CPM is a network diagramming technique used to predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
39
Determining the Critical Path for Project X
40
Program Evaluation and Review Technique (PERT)
gt PERT is a network analysis technique used to estimate project duration when there is a high degree of uncertainty about the individual activity duration estimates
gt PERT uses probabilistic time estimatesbull Duration estimates based on using optimistic most likely
and pessimistic estimates of activity durations or a three- point estimate
41
PERT Formula and Examplegt PERT weighted average =
optimistic time + 4X most likely time + pessimistic time6
gt ExamplePERT weighted average =8 workdays + 4 X 10 workdays + 24 workdays = 12 days
6where optimistic time= 8 daysmost likely time = 10 dayspessimistic time = 24 days
Therefore yoursquod use 12 days on the network diagram instead of 10 when using PERT for the above example
42
Management Information Systems in PM
gt MS Officebull Wordbull Excelbull Visiobull Project 2003bull FrontPagebull PowerPointbull Access
gt Primaveragt ASP
bull Application tailored for clientrsquos needs
gt Open Source Softwaregt hellip
43
44
九大知識領域
gt Project Integration Management
gt Core Knowledge [main focus in this two lectures]bull Project Scope Managementbull Project Time Managementbull Project Cost Managementbull Project Quality Management
gt Facilitating Knowledge [introduction only]bull Project Human Resource managementbull Project Communication Managementbull Project Risk Managementbull Project Procurement Management
45
Project Integration Management Processes
gt Develop the project charter Work with stakeholders to create the document that formally authorizes a projectmdashthe charter
gt Develop the preliminary project scope statement Work with stakeholders especially users of the projectrsquos products services or results to develop the high-level scope requirements and create a preliminary project scope statement
gt Develop the project management plan Coordinate all planning efforts to create a consistent coherent documentmdashthe project management plan
Adobe Acrobat 70 Document
46
Project Integration Management Processes (contrsquod)
gt Direct and manage project execution Carry out the project management plan by performing the activities included in it
gt Monitor and control the project work Oversee project work to meet the performance objectives of the project
gt Perform integrated change control Coordinate changes that affect the projectrsquos deliverables and organizational process assets
gt Close the project Finalize all project activities to formally close the project
47
48
專案選擇與決策分析模式- Financial Analysis of Projects
gt Financial considerations are often an important aspect of the project selection process
gt Three primary methods for determining the projected financial value of projectsbull Net present value (NPV) analysis
bull Payback analysis
Microsoft Excel 工作表
Microsoft Excel 工作表
49
Return on investment (ROI)
Multiplyby thediscountfactor eachyear then subtract costs from cumulativebenefits toget NPV
ROI = (total discounted benefits - total discounted costs) discounted costs
50
Weighted Scoring Modelgt A weighted scoring model is a tool that
provides a systematic process for selecting projects based on many criteria
gt Steps in identifying a weighted scoring model1 Identify criteria important to the project selection
process2 Assign weights (percentages) to each criterion so they
add up to 100 percent3 Assign scores to each criterion for each project4 Multiply the scores by the weights to get the total
weighted scores
gt The higher the weighted score the better
51
Sample Weighted Scoring Model for Project Selection
52
What is Project Scope Management
gt Scope refers to all the work involved in creating the products of the project and the processes used to create them
gt A deliverable (交付標的) is a product produced as part of a project such as hardware or software planning documents or meeting minutes
gt Project scope management includes the processes involved in defining and controlling what is or is not included in a project
53
Project Scope Management Processes
gt Scope planning Key inputs include the project charter preliminary scope statement and project management plan
gt Scope definition Reviewing the project charter and preliminary scope statement and adding more information as requirements are developed and change requests are approved
gt Creating the WBS Subdividing the major project deliverables into smaller more manageable components
gt Scope verification Formalizing acceptance of the project scope Scope creep
gt Scope control Controlling changes to project scope
54
Sample Intranet WBS Organized by Product
55
Sample Intranet WBS Organized by Phase
56
Intranet WBS in Tabular Form10 Concept
11 Evaluate current systems12 Define requirements
121 Define user requirements122 Define content requirements123 Define system requirements124 Define server owner requirements
13 Define specific functionality14 Define risks and risk management approach15 Develop project plan16 Brief Web development team
20 Web Site Design30 Web Site Development40 Roll Out50 Support
57
Intranet WBS and Gantt Chart in Project 2000
58
Intranet Gantt Chart Organized by Project Management Process Groups
59
Resulting WBS in Chart Form
60
Scope Management Demo
Microsoft Project Document
How to input scope based on WBS
How to number activities
Output to VISIO
61
Project Time Management Processes
gt Activity definition Identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables
gt Activity sequencing Identifying and documenting the relationships between project activities
gt Activity resource estimating Estimating how many resources a project team should use to perform project activities
gt Activity duration estimating Estimating the number of work periods that are needed to complete individual activities
gt Schedule development Analyzing activity sequences activity resource estimates and activity duration estimates to create the project schedule
gt Schedule control Controlling and managing changes to the project schedule
62
Activity Sequencing
gt Involves reviewing activities and determining dependencies
gt A dependency or relationship relates to the sequencing of project activities or tasks
gt You must determine dependencies in order to use critical path analysis
63
Network Diagrams
gt Network diagrams are the preferred technique for showing activity sequencing
gt A network diagram is a schematic display of the logical relationships among or sequencing of project activities
gt Two main formats are the arrow and precedence diagramming methods
64
Sample PDM (Precedence Diagramming Method)
Network Diagram
65
Gantt Chartsgt Gantt charts provide a standard format for
displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format
gt Symbols includebull Black diamonds Milestones
bull Thick black bars Summary tasks
bull Lighter horizontal bars Durations of tasks
bull Arrows Dependencies between tasks
66
Gantt Chart for Software Launch Project
67
Adding Milestones to Gantt Charts
gt Many people like to focus on meeting milestones especially for large projects
gt Milestones emphasize important events or accomplishments in projects
gt You typically create milestone by entering tasks that have a zero duration or you can mark any task as a milestone
68
Sample Tracking Gantt Chart
69
Critical Path Method (CPM)gt CPM is a network diagramming technique used to
predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
70
Estimate Activity Duration
AIB
AOA
Source Successful PM
71
Case Study Development of a Web-based IS
Requested to complete in 50 days
Source Successful PM
72
Forward Path ES amp EF
Source Successful PM
73
Backward Path LS amp LF
Source Successful PM
74
Summary Table
TF = LF ndash EF
= LS - ES
Critical path can be determined by the least TF
This project schedule should be shortened by 9 days to meet the ownerrsquos need
75
Critical Path
Source Successful PM
76
Using the Critical Path to Shorten a Project Schedule
gt Three main techniques for shortening schedules
bull Shortening the duration of critical activities or tasks by adding more resources or changing their scope
bull Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost
bull Fast tracking activities by doing them in parallel or overlapping them
77
Words of Caution on Using Project Management Softwaregt Many people misuse project management
software because they donrsquot understand important concepts and have not had training
gt You must enter dependencies to have dates adjust automatically and to determine the critical path
gt You must enter actual schedule information to compare planned and actual progress
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
11
中華知識管理應用協會
gt httpwwwkmorgtwgt 企業專案管理技術師 (EPMP)gt 交通大學專案管理認證中心
gt 報考資格bull 理相關科系之在校生修業達三十小時以上之管理課
程者可憑在學成績單或畢業證書報名「一級企業專 案管理技術師」考試
bull 詳細資格說明 httpwwwkmorgtwepmpadmissiblehtml
12
What is Project
gt A group of tasks (activities) performed within a definable time period (schedule) in order to meet a specific set of goalsobjectives (performance) within a budget (cost plan)bull A project generally exhibits most of the following
conditionsgt It is unique 非例行性的gt A project is finite 有限制時間資源gt Usually complex 複雜的gt Non-repetitive 非重複性的gt Requires multiple resources from a finite resource
pool 預算資源與績效限制
13
What is Project Management
gt Project management is ldquothe application of knowledge skills tools and techniques to project activities to meet project requirementsrdquo
PMI A Guide to the Project Management Body of Knowledge(PMBOKreg Guide) (2004) p 8
14
常見之專案管理輔助軟體
gt 國內自行研發專案管理軟體
gt Microsoft Project 2003 中小型專案
gt Primavera 大型專案
gt Primavera SureTrak Project Manager 小型專案
15
專案管理應用軟體範例
Source httpwwwnetaskcomtwserviceinfohtmpage=info_intro_web_pmhtm
16
More examples
Source Microsoft Project 2003
17
More examples
Source httpwwwprimaveracom
18
19
20
專案實例
gt 電子商務行銷專案 (服飾代理家具hellip)gt 大型活動專案 (學校百貨歌唱比賽hellip)gt 資訊系統發展專案 (電視新聞數位影音資料
庫區域無線上網行政院防救災資訊系統委 外專案計畫hellip)
gt 產品開發專案 (手機RFIDhellip)gt 工程專案 (建築土地開發高鐵捷運公
路海港道路修復橋梁設計掩埋場設計 hellip)
gt 其它醫療防疫小組人力召募專案創業
21
Project Life Cycle (專案生命週期)
22
PM Processes (PDCA)
Source PMBOK 2004
Plan ndash Do ndash Check ndash Action Cycle
23
Five Project Management Processesgt Initiating Processes (起始過程)gt Planning Processes (計畫過程)gt Executing Processes (執行過程)gt Controlling Processes (控制過程)gt Closing Processes (結案過程)
24
Nine Project Management Knowledge Areasgt Knowledge areas describe the key competencies
that project managers must developbull Four core knowledge areas lead to specific project objectives (scope
time cost and quality)bull Four facilitating knowledge areas are the means through which the
project objectives are achieved (human resources communication risk and procurement management)
bull One knowledge area (project integration management) affects and is affected by all of the other knowledge areas
bull All knowledge areas are important
25
Project Management Framework
26
Relationships Among Process Groups and Knowledge Areas
PMBOKreg Guide 2004 p 69
27
Relationships Among Process Groups and Knowledge Areas (contrsquod)
28
專案管理引用之技術
29
Decision Tree 決策樹
gt Decision Tree a graphical model of the natural sequence of both decision and state variables and their possible valuesbull Sequence maymay not matterbull All possible conditions should be included in model
30
GoNo-Go Decision (Chou)
31
Cost Prediction (Birnie 1991)
Microsoft Excel 工作表
Example
32
其它的決策實例
gt 該買預售屋或是成屋gt 活動該辦在地點A B or Cgt 賣場大樓該建於何處gt 該錄取何人
gt 道路規劃路線該選擇A B or Cgt 醫療精密儀器該選擇何廠牌
gt 隧道工程該採用何種工法 (TBM爆破 法潛盾工法hellip)
gt hellip
33
Fishbone Diagram
Microsoft Visio Drawing
34
Gantt Chart for Software Launch Project
35
Sample Tracking Gantt Chart
36
Sample Activity-on-Arrow (AOA) Network Diagram for Project X
37
Task Dependency Types
38
Critical Path Method (CPM)
gt CPM is a network diagramming technique used to predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
39
Determining the Critical Path for Project X
40
Program Evaluation and Review Technique (PERT)
gt PERT is a network analysis technique used to estimate project duration when there is a high degree of uncertainty about the individual activity duration estimates
gt PERT uses probabilistic time estimatesbull Duration estimates based on using optimistic most likely
and pessimistic estimates of activity durations or a three- point estimate
41
PERT Formula and Examplegt PERT weighted average =
optimistic time + 4X most likely time + pessimistic time6
gt ExamplePERT weighted average =8 workdays + 4 X 10 workdays + 24 workdays = 12 days
6where optimistic time= 8 daysmost likely time = 10 dayspessimistic time = 24 days
Therefore yoursquod use 12 days on the network diagram instead of 10 when using PERT for the above example
42
Management Information Systems in PM
gt MS Officebull Wordbull Excelbull Visiobull Project 2003bull FrontPagebull PowerPointbull Access
gt Primaveragt ASP
bull Application tailored for clientrsquos needs
gt Open Source Softwaregt hellip
43
44
九大知識領域
gt Project Integration Management
gt Core Knowledge [main focus in this two lectures]bull Project Scope Managementbull Project Time Managementbull Project Cost Managementbull Project Quality Management
gt Facilitating Knowledge [introduction only]bull Project Human Resource managementbull Project Communication Managementbull Project Risk Managementbull Project Procurement Management
45
Project Integration Management Processes
gt Develop the project charter Work with stakeholders to create the document that formally authorizes a projectmdashthe charter
gt Develop the preliminary project scope statement Work with stakeholders especially users of the projectrsquos products services or results to develop the high-level scope requirements and create a preliminary project scope statement
gt Develop the project management plan Coordinate all planning efforts to create a consistent coherent documentmdashthe project management plan
Adobe Acrobat 70 Document
46
Project Integration Management Processes (contrsquod)
gt Direct and manage project execution Carry out the project management plan by performing the activities included in it
gt Monitor and control the project work Oversee project work to meet the performance objectives of the project
gt Perform integrated change control Coordinate changes that affect the projectrsquos deliverables and organizational process assets
gt Close the project Finalize all project activities to formally close the project
47
48
專案選擇與決策分析模式- Financial Analysis of Projects
gt Financial considerations are often an important aspect of the project selection process
gt Three primary methods for determining the projected financial value of projectsbull Net present value (NPV) analysis
bull Payback analysis
Microsoft Excel 工作表
Microsoft Excel 工作表
49
Return on investment (ROI)
Multiplyby thediscountfactor eachyear then subtract costs from cumulativebenefits toget NPV
ROI = (total discounted benefits - total discounted costs) discounted costs
50
Weighted Scoring Modelgt A weighted scoring model is a tool that
provides a systematic process for selecting projects based on many criteria
gt Steps in identifying a weighted scoring model1 Identify criteria important to the project selection
process2 Assign weights (percentages) to each criterion so they
add up to 100 percent3 Assign scores to each criterion for each project4 Multiply the scores by the weights to get the total
weighted scores
gt The higher the weighted score the better
51
Sample Weighted Scoring Model for Project Selection
52
What is Project Scope Management
gt Scope refers to all the work involved in creating the products of the project and the processes used to create them
gt A deliverable (交付標的) is a product produced as part of a project such as hardware or software planning documents or meeting minutes
gt Project scope management includes the processes involved in defining and controlling what is or is not included in a project
53
Project Scope Management Processes
gt Scope planning Key inputs include the project charter preliminary scope statement and project management plan
gt Scope definition Reviewing the project charter and preliminary scope statement and adding more information as requirements are developed and change requests are approved
gt Creating the WBS Subdividing the major project deliverables into smaller more manageable components
gt Scope verification Formalizing acceptance of the project scope Scope creep
gt Scope control Controlling changes to project scope
54
Sample Intranet WBS Organized by Product
55
Sample Intranet WBS Organized by Phase
56
Intranet WBS in Tabular Form10 Concept
11 Evaluate current systems12 Define requirements
121 Define user requirements122 Define content requirements123 Define system requirements124 Define server owner requirements
13 Define specific functionality14 Define risks and risk management approach15 Develop project plan16 Brief Web development team
20 Web Site Design30 Web Site Development40 Roll Out50 Support
57
Intranet WBS and Gantt Chart in Project 2000
58
Intranet Gantt Chart Organized by Project Management Process Groups
59
Resulting WBS in Chart Form
60
Scope Management Demo
Microsoft Project Document
How to input scope based on WBS
How to number activities
Output to VISIO
61
Project Time Management Processes
gt Activity definition Identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables
gt Activity sequencing Identifying and documenting the relationships between project activities
gt Activity resource estimating Estimating how many resources a project team should use to perform project activities
gt Activity duration estimating Estimating the number of work periods that are needed to complete individual activities
gt Schedule development Analyzing activity sequences activity resource estimates and activity duration estimates to create the project schedule
gt Schedule control Controlling and managing changes to the project schedule
62
Activity Sequencing
gt Involves reviewing activities and determining dependencies
gt A dependency or relationship relates to the sequencing of project activities or tasks
gt You must determine dependencies in order to use critical path analysis
63
Network Diagrams
gt Network diagrams are the preferred technique for showing activity sequencing
gt A network diagram is a schematic display of the logical relationships among or sequencing of project activities
gt Two main formats are the arrow and precedence diagramming methods
64
Sample PDM (Precedence Diagramming Method)
Network Diagram
65
Gantt Chartsgt Gantt charts provide a standard format for
displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format
gt Symbols includebull Black diamonds Milestones
bull Thick black bars Summary tasks
bull Lighter horizontal bars Durations of tasks
bull Arrows Dependencies between tasks
66
Gantt Chart for Software Launch Project
67
Adding Milestones to Gantt Charts
gt Many people like to focus on meeting milestones especially for large projects
gt Milestones emphasize important events or accomplishments in projects
gt You typically create milestone by entering tasks that have a zero duration or you can mark any task as a milestone
68
Sample Tracking Gantt Chart
69
Critical Path Method (CPM)gt CPM is a network diagramming technique used to
predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
70
Estimate Activity Duration
AIB
AOA
Source Successful PM
71
Case Study Development of a Web-based IS
Requested to complete in 50 days
Source Successful PM
72
Forward Path ES amp EF
Source Successful PM
73
Backward Path LS amp LF
Source Successful PM
74
Summary Table
TF = LF ndash EF
= LS - ES
Critical path can be determined by the least TF
This project schedule should be shortened by 9 days to meet the ownerrsquos need
75
Critical Path
Source Successful PM
76
Using the Critical Path to Shorten a Project Schedule
gt Three main techniques for shortening schedules
bull Shortening the duration of critical activities or tasks by adding more resources or changing their scope
bull Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost
bull Fast tracking activities by doing them in parallel or overlapping them
77
Words of Caution on Using Project Management Softwaregt Many people misuse project management
software because they donrsquot understand important concepts and have not had training
gt You must enter dependencies to have dates adjust automatically and to determine the critical path
gt You must enter actual schedule information to compare planned and actual progress
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
12
What is Project
gt A group of tasks (activities) performed within a definable time period (schedule) in order to meet a specific set of goalsobjectives (performance) within a budget (cost plan)bull A project generally exhibits most of the following
conditionsgt It is unique 非例行性的gt A project is finite 有限制時間資源gt Usually complex 複雜的gt Non-repetitive 非重複性的gt Requires multiple resources from a finite resource
pool 預算資源與績效限制
13
What is Project Management
gt Project management is ldquothe application of knowledge skills tools and techniques to project activities to meet project requirementsrdquo
PMI A Guide to the Project Management Body of Knowledge(PMBOKreg Guide) (2004) p 8
14
常見之專案管理輔助軟體
gt 國內自行研發專案管理軟體
gt Microsoft Project 2003 中小型專案
gt Primavera 大型專案
gt Primavera SureTrak Project Manager 小型專案
15
專案管理應用軟體範例
Source httpwwwnetaskcomtwserviceinfohtmpage=info_intro_web_pmhtm
16
More examples
Source Microsoft Project 2003
17
More examples
Source httpwwwprimaveracom
18
19
20
專案實例
gt 電子商務行銷專案 (服飾代理家具hellip)gt 大型活動專案 (學校百貨歌唱比賽hellip)gt 資訊系統發展專案 (電視新聞數位影音資料
庫區域無線上網行政院防救災資訊系統委 外專案計畫hellip)
gt 產品開發專案 (手機RFIDhellip)gt 工程專案 (建築土地開發高鐵捷運公
路海港道路修復橋梁設計掩埋場設計 hellip)
gt 其它醫療防疫小組人力召募專案創業
21
Project Life Cycle (專案生命週期)
22
PM Processes (PDCA)
Source PMBOK 2004
Plan ndash Do ndash Check ndash Action Cycle
23
Five Project Management Processesgt Initiating Processes (起始過程)gt Planning Processes (計畫過程)gt Executing Processes (執行過程)gt Controlling Processes (控制過程)gt Closing Processes (結案過程)
24
Nine Project Management Knowledge Areasgt Knowledge areas describe the key competencies
that project managers must developbull Four core knowledge areas lead to specific project objectives (scope
time cost and quality)bull Four facilitating knowledge areas are the means through which the
project objectives are achieved (human resources communication risk and procurement management)
bull One knowledge area (project integration management) affects and is affected by all of the other knowledge areas
bull All knowledge areas are important
25
Project Management Framework
26
Relationships Among Process Groups and Knowledge Areas
PMBOKreg Guide 2004 p 69
27
Relationships Among Process Groups and Knowledge Areas (contrsquod)
28
專案管理引用之技術
29
Decision Tree 決策樹
gt Decision Tree a graphical model of the natural sequence of both decision and state variables and their possible valuesbull Sequence maymay not matterbull All possible conditions should be included in model
30
GoNo-Go Decision (Chou)
31
Cost Prediction (Birnie 1991)
Microsoft Excel 工作表
Example
32
其它的決策實例
gt 該買預售屋或是成屋gt 活動該辦在地點A B or Cgt 賣場大樓該建於何處gt 該錄取何人
gt 道路規劃路線該選擇A B or Cgt 醫療精密儀器該選擇何廠牌
gt 隧道工程該採用何種工法 (TBM爆破 法潛盾工法hellip)
gt hellip
33
Fishbone Diagram
Microsoft Visio Drawing
34
Gantt Chart for Software Launch Project
35
Sample Tracking Gantt Chart
36
Sample Activity-on-Arrow (AOA) Network Diagram for Project X
37
Task Dependency Types
38
Critical Path Method (CPM)
gt CPM is a network diagramming technique used to predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
39
Determining the Critical Path for Project X
40
Program Evaluation and Review Technique (PERT)
gt PERT is a network analysis technique used to estimate project duration when there is a high degree of uncertainty about the individual activity duration estimates
gt PERT uses probabilistic time estimatesbull Duration estimates based on using optimistic most likely
and pessimistic estimates of activity durations or a three- point estimate
41
PERT Formula and Examplegt PERT weighted average =
optimistic time + 4X most likely time + pessimistic time6
gt ExamplePERT weighted average =8 workdays + 4 X 10 workdays + 24 workdays = 12 days
6where optimistic time= 8 daysmost likely time = 10 dayspessimistic time = 24 days
Therefore yoursquod use 12 days on the network diagram instead of 10 when using PERT for the above example
42
Management Information Systems in PM
gt MS Officebull Wordbull Excelbull Visiobull Project 2003bull FrontPagebull PowerPointbull Access
gt Primaveragt ASP
bull Application tailored for clientrsquos needs
gt Open Source Softwaregt hellip
43
44
九大知識領域
gt Project Integration Management
gt Core Knowledge [main focus in this two lectures]bull Project Scope Managementbull Project Time Managementbull Project Cost Managementbull Project Quality Management
gt Facilitating Knowledge [introduction only]bull Project Human Resource managementbull Project Communication Managementbull Project Risk Managementbull Project Procurement Management
45
Project Integration Management Processes
gt Develop the project charter Work with stakeholders to create the document that formally authorizes a projectmdashthe charter
gt Develop the preliminary project scope statement Work with stakeholders especially users of the projectrsquos products services or results to develop the high-level scope requirements and create a preliminary project scope statement
gt Develop the project management plan Coordinate all planning efforts to create a consistent coherent documentmdashthe project management plan
Adobe Acrobat 70 Document
46
Project Integration Management Processes (contrsquod)
gt Direct and manage project execution Carry out the project management plan by performing the activities included in it
gt Monitor and control the project work Oversee project work to meet the performance objectives of the project
gt Perform integrated change control Coordinate changes that affect the projectrsquos deliverables and organizational process assets
gt Close the project Finalize all project activities to formally close the project
47
48
專案選擇與決策分析模式- Financial Analysis of Projects
gt Financial considerations are often an important aspect of the project selection process
gt Three primary methods for determining the projected financial value of projectsbull Net present value (NPV) analysis
bull Payback analysis
Microsoft Excel 工作表
Microsoft Excel 工作表
49
Return on investment (ROI)
Multiplyby thediscountfactor eachyear then subtract costs from cumulativebenefits toget NPV
ROI = (total discounted benefits - total discounted costs) discounted costs
50
Weighted Scoring Modelgt A weighted scoring model is a tool that
provides a systematic process for selecting projects based on many criteria
gt Steps in identifying a weighted scoring model1 Identify criteria important to the project selection
process2 Assign weights (percentages) to each criterion so they
add up to 100 percent3 Assign scores to each criterion for each project4 Multiply the scores by the weights to get the total
weighted scores
gt The higher the weighted score the better
51
Sample Weighted Scoring Model for Project Selection
52
What is Project Scope Management
gt Scope refers to all the work involved in creating the products of the project and the processes used to create them
gt A deliverable (交付標的) is a product produced as part of a project such as hardware or software planning documents or meeting minutes
gt Project scope management includes the processes involved in defining and controlling what is or is not included in a project
53
Project Scope Management Processes
gt Scope planning Key inputs include the project charter preliminary scope statement and project management plan
gt Scope definition Reviewing the project charter and preliminary scope statement and adding more information as requirements are developed and change requests are approved
gt Creating the WBS Subdividing the major project deliverables into smaller more manageable components
gt Scope verification Formalizing acceptance of the project scope Scope creep
gt Scope control Controlling changes to project scope
54
Sample Intranet WBS Organized by Product
55
Sample Intranet WBS Organized by Phase
56
Intranet WBS in Tabular Form10 Concept
11 Evaluate current systems12 Define requirements
121 Define user requirements122 Define content requirements123 Define system requirements124 Define server owner requirements
13 Define specific functionality14 Define risks and risk management approach15 Develop project plan16 Brief Web development team
20 Web Site Design30 Web Site Development40 Roll Out50 Support
57
Intranet WBS and Gantt Chart in Project 2000
58
Intranet Gantt Chart Organized by Project Management Process Groups
59
Resulting WBS in Chart Form
60
Scope Management Demo
Microsoft Project Document
How to input scope based on WBS
How to number activities
Output to VISIO
61
Project Time Management Processes
gt Activity definition Identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables
gt Activity sequencing Identifying and documenting the relationships between project activities
gt Activity resource estimating Estimating how many resources a project team should use to perform project activities
gt Activity duration estimating Estimating the number of work periods that are needed to complete individual activities
gt Schedule development Analyzing activity sequences activity resource estimates and activity duration estimates to create the project schedule
gt Schedule control Controlling and managing changes to the project schedule
62
Activity Sequencing
gt Involves reviewing activities and determining dependencies
gt A dependency or relationship relates to the sequencing of project activities or tasks
gt You must determine dependencies in order to use critical path analysis
63
Network Diagrams
gt Network diagrams are the preferred technique for showing activity sequencing
gt A network diagram is a schematic display of the logical relationships among or sequencing of project activities
gt Two main formats are the arrow and precedence diagramming methods
64
Sample PDM (Precedence Diagramming Method)
Network Diagram
65
Gantt Chartsgt Gantt charts provide a standard format for
displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format
gt Symbols includebull Black diamonds Milestones
bull Thick black bars Summary tasks
bull Lighter horizontal bars Durations of tasks
bull Arrows Dependencies between tasks
66
Gantt Chart for Software Launch Project
67
Adding Milestones to Gantt Charts
gt Many people like to focus on meeting milestones especially for large projects
gt Milestones emphasize important events or accomplishments in projects
gt You typically create milestone by entering tasks that have a zero duration or you can mark any task as a milestone
68
Sample Tracking Gantt Chart
69
Critical Path Method (CPM)gt CPM is a network diagramming technique used to
predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
70
Estimate Activity Duration
AIB
AOA
Source Successful PM
71
Case Study Development of a Web-based IS
Requested to complete in 50 days
Source Successful PM
72
Forward Path ES amp EF
Source Successful PM
73
Backward Path LS amp LF
Source Successful PM
74
Summary Table
TF = LF ndash EF
= LS - ES
Critical path can be determined by the least TF
This project schedule should be shortened by 9 days to meet the ownerrsquos need
75
Critical Path
Source Successful PM
76
Using the Critical Path to Shorten a Project Schedule
gt Three main techniques for shortening schedules
bull Shortening the duration of critical activities or tasks by adding more resources or changing their scope
bull Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost
bull Fast tracking activities by doing them in parallel or overlapping them
77
Words of Caution on Using Project Management Softwaregt Many people misuse project management
software because they donrsquot understand important concepts and have not had training
gt You must enter dependencies to have dates adjust automatically and to determine the critical path
gt You must enter actual schedule information to compare planned and actual progress
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
13
What is Project Management
gt Project management is ldquothe application of knowledge skills tools and techniques to project activities to meet project requirementsrdquo
PMI A Guide to the Project Management Body of Knowledge(PMBOKreg Guide) (2004) p 8
14
常見之專案管理輔助軟體
gt 國內自行研發專案管理軟體
gt Microsoft Project 2003 中小型專案
gt Primavera 大型專案
gt Primavera SureTrak Project Manager 小型專案
15
專案管理應用軟體範例
Source httpwwwnetaskcomtwserviceinfohtmpage=info_intro_web_pmhtm
16
More examples
Source Microsoft Project 2003
17
More examples
Source httpwwwprimaveracom
18
19
20
專案實例
gt 電子商務行銷專案 (服飾代理家具hellip)gt 大型活動專案 (學校百貨歌唱比賽hellip)gt 資訊系統發展專案 (電視新聞數位影音資料
庫區域無線上網行政院防救災資訊系統委 外專案計畫hellip)
gt 產品開發專案 (手機RFIDhellip)gt 工程專案 (建築土地開發高鐵捷運公
路海港道路修復橋梁設計掩埋場設計 hellip)
gt 其它醫療防疫小組人力召募專案創業
21
Project Life Cycle (專案生命週期)
22
PM Processes (PDCA)
Source PMBOK 2004
Plan ndash Do ndash Check ndash Action Cycle
23
Five Project Management Processesgt Initiating Processes (起始過程)gt Planning Processes (計畫過程)gt Executing Processes (執行過程)gt Controlling Processes (控制過程)gt Closing Processes (結案過程)
24
Nine Project Management Knowledge Areasgt Knowledge areas describe the key competencies
that project managers must developbull Four core knowledge areas lead to specific project objectives (scope
time cost and quality)bull Four facilitating knowledge areas are the means through which the
project objectives are achieved (human resources communication risk and procurement management)
bull One knowledge area (project integration management) affects and is affected by all of the other knowledge areas
bull All knowledge areas are important
25
Project Management Framework
26
Relationships Among Process Groups and Knowledge Areas
PMBOKreg Guide 2004 p 69
27
Relationships Among Process Groups and Knowledge Areas (contrsquod)
28
專案管理引用之技術
29
Decision Tree 決策樹
gt Decision Tree a graphical model of the natural sequence of both decision and state variables and their possible valuesbull Sequence maymay not matterbull All possible conditions should be included in model
30
GoNo-Go Decision (Chou)
31
Cost Prediction (Birnie 1991)
Microsoft Excel 工作表
Example
32
其它的決策實例
gt 該買預售屋或是成屋gt 活動該辦在地點A B or Cgt 賣場大樓該建於何處gt 該錄取何人
gt 道路規劃路線該選擇A B or Cgt 醫療精密儀器該選擇何廠牌
gt 隧道工程該採用何種工法 (TBM爆破 法潛盾工法hellip)
gt hellip
33
Fishbone Diagram
Microsoft Visio Drawing
34
Gantt Chart for Software Launch Project
35
Sample Tracking Gantt Chart
36
Sample Activity-on-Arrow (AOA) Network Diagram for Project X
37
Task Dependency Types
38
Critical Path Method (CPM)
gt CPM is a network diagramming technique used to predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
39
Determining the Critical Path for Project X
40
Program Evaluation and Review Technique (PERT)
gt PERT is a network analysis technique used to estimate project duration when there is a high degree of uncertainty about the individual activity duration estimates
gt PERT uses probabilistic time estimatesbull Duration estimates based on using optimistic most likely
and pessimistic estimates of activity durations or a three- point estimate
41
PERT Formula and Examplegt PERT weighted average =
optimistic time + 4X most likely time + pessimistic time6
gt ExamplePERT weighted average =8 workdays + 4 X 10 workdays + 24 workdays = 12 days
6where optimistic time= 8 daysmost likely time = 10 dayspessimistic time = 24 days
Therefore yoursquod use 12 days on the network diagram instead of 10 when using PERT for the above example
42
Management Information Systems in PM
gt MS Officebull Wordbull Excelbull Visiobull Project 2003bull FrontPagebull PowerPointbull Access
gt Primaveragt ASP
bull Application tailored for clientrsquos needs
gt Open Source Softwaregt hellip
43
44
九大知識領域
gt Project Integration Management
gt Core Knowledge [main focus in this two lectures]bull Project Scope Managementbull Project Time Managementbull Project Cost Managementbull Project Quality Management
gt Facilitating Knowledge [introduction only]bull Project Human Resource managementbull Project Communication Managementbull Project Risk Managementbull Project Procurement Management
45
Project Integration Management Processes
gt Develop the project charter Work with stakeholders to create the document that formally authorizes a projectmdashthe charter
gt Develop the preliminary project scope statement Work with stakeholders especially users of the projectrsquos products services or results to develop the high-level scope requirements and create a preliminary project scope statement
gt Develop the project management plan Coordinate all planning efforts to create a consistent coherent documentmdashthe project management plan
Adobe Acrobat 70 Document
46
Project Integration Management Processes (contrsquod)
gt Direct and manage project execution Carry out the project management plan by performing the activities included in it
gt Monitor and control the project work Oversee project work to meet the performance objectives of the project
gt Perform integrated change control Coordinate changes that affect the projectrsquos deliverables and organizational process assets
gt Close the project Finalize all project activities to formally close the project
47
48
專案選擇與決策分析模式- Financial Analysis of Projects
gt Financial considerations are often an important aspect of the project selection process
gt Three primary methods for determining the projected financial value of projectsbull Net present value (NPV) analysis
bull Payback analysis
Microsoft Excel 工作表
Microsoft Excel 工作表
49
Return on investment (ROI)
Multiplyby thediscountfactor eachyear then subtract costs from cumulativebenefits toget NPV
ROI = (total discounted benefits - total discounted costs) discounted costs
50
Weighted Scoring Modelgt A weighted scoring model is a tool that
provides a systematic process for selecting projects based on many criteria
gt Steps in identifying a weighted scoring model1 Identify criteria important to the project selection
process2 Assign weights (percentages) to each criterion so they
add up to 100 percent3 Assign scores to each criterion for each project4 Multiply the scores by the weights to get the total
weighted scores
gt The higher the weighted score the better
51
Sample Weighted Scoring Model for Project Selection
52
What is Project Scope Management
gt Scope refers to all the work involved in creating the products of the project and the processes used to create them
gt A deliverable (交付標的) is a product produced as part of a project such as hardware or software planning documents or meeting minutes
gt Project scope management includes the processes involved in defining and controlling what is or is not included in a project
53
Project Scope Management Processes
gt Scope planning Key inputs include the project charter preliminary scope statement and project management plan
gt Scope definition Reviewing the project charter and preliminary scope statement and adding more information as requirements are developed and change requests are approved
gt Creating the WBS Subdividing the major project deliverables into smaller more manageable components
gt Scope verification Formalizing acceptance of the project scope Scope creep
gt Scope control Controlling changes to project scope
54
Sample Intranet WBS Organized by Product
55
Sample Intranet WBS Organized by Phase
56
Intranet WBS in Tabular Form10 Concept
11 Evaluate current systems12 Define requirements
121 Define user requirements122 Define content requirements123 Define system requirements124 Define server owner requirements
13 Define specific functionality14 Define risks and risk management approach15 Develop project plan16 Brief Web development team
20 Web Site Design30 Web Site Development40 Roll Out50 Support
57
Intranet WBS and Gantt Chart in Project 2000
58
Intranet Gantt Chart Organized by Project Management Process Groups
59
Resulting WBS in Chart Form
60
Scope Management Demo
Microsoft Project Document
How to input scope based on WBS
How to number activities
Output to VISIO
61
Project Time Management Processes
gt Activity definition Identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables
gt Activity sequencing Identifying and documenting the relationships between project activities
gt Activity resource estimating Estimating how many resources a project team should use to perform project activities
gt Activity duration estimating Estimating the number of work periods that are needed to complete individual activities
gt Schedule development Analyzing activity sequences activity resource estimates and activity duration estimates to create the project schedule
gt Schedule control Controlling and managing changes to the project schedule
62
Activity Sequencing
gt Involves reviewing activities and determining dependencies
gt A dependency or relationship relates to the sequencing of project activities or tasks
gt You must determine dependencies in order to use critical path analysis
63
Network Diagrams
gt Network diagrams are the preferred technique for showing activity sequencing
gt A network diagram is a schematic display of the logical relationships among or sequencing of project activities
gt Two main formats are the arrow and precedence diagramming methods
64
Sample PDM (Precedence Diagramming Method)
Network Diagram
65
Gantt Chartsgt Gantt charts provide a standard format for
displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format
gt Symbols includebull Black diamonds Milestones
bull Thick black bars Summary tasks
bull Lighter horizontal bars Durations of tasks
bull Arrows Dependencies between tasks
66
Gantt Chart for Software Launch Project
67
Adding Milestones to Gantt Charts
gt Many people like to focus on meeting milestones especially for large projects
gt Milestones emphasize important events or accomplishments in projects
gt You typically create milestone by entering tasks that have a zero duration or you can mark any task as a milestone
68
Sample Tracking Gantt Chart
69
Critical Path Method (CPM)gt CPM is a network diagramming technique used to
predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
70
Estimate Activity Duration
AIB
AOA
Source Successful PM
71
Case Study Development of a Web-based IS
Requested to complete in 50 days
Source Successful PM
72
Forward Path ES amp EF
Source Successful PM
73
Backward Path LS amp LF
Source Successful PM
74
Summary Table
TF = LF ndash EF
= LS - ES
Critical path can be determined by the least TF
This project schedule should be shortened by 9 days to meet the ownerrsquos need
75
Critical Path
Source Successful PM
76
Using the Critical Path to Shorten a Project Schedule
gt Three main techniques for shortening schedules
bull Shortening the duration of critical activities or tasks by adding more resources or changing their scope
bull Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost
bull Fast tracking activities by doing them in parallel or overlapping them
77
Words of Caution on Using Project Management Softwaregt Many people misuse project management
software because they donrsquot understand important concepts and have not had training
gt You must enter dependencies to have dates adjust automatically and to determine the critical path
gt You must enter actual schedule information to compare planned and actual progress
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
14
常見之專案管理輔助軟體
gt 國內自行研發專案管理軟體
gt Microsoft Project 2003 中小型專案
gt Primavera 大型專案
gt Primavera SureTrak Project Manager 小型專案
15
專案管理應用軟體範例
Source httpwwwnetaskcomtwserviceinfohtmpage=info_intro_web_pmhtm
16
More examples
Source Microsoft Project 2003
17
More examples
Source httpwwwprimaveracom
18
19
20
專案實例
gt 電子商務行銷專案 (服飾代理家具hellip)gt 大型活動專案 (學校百貨歌唱比賽hellip)gt 資訊系統發展專案 (電視新聞數位影音資料
庫區域無線上網行政院防救災資訊系統委 外專案計畫hellip)
gt 產品開發專案 (手機RFIDhellip)gt 工程專案 (建築土地開發高鐵捷運公
路海港道路修復橋梁設計掩埋場設計 hellip)
gt 其它醫療防疫小組人力召募專案創業
21
Project Life Cycle (專案生命週期)
22
PM Processes (PDCA)
Source PMBOK 2004
Plan ndash Do ndash Check ndash Action Cycle
23
Five Project Management Processesgt Initiating Processes (起始過程)gt Planning Processes (計畫過程)gt Executing Processes (執行過程)gt Controlling Processes (控制過程)gt Closing Processes (結案過程)
24
Nine Project Management Knowledge Areasgt Knowledge areas describe the key competencies
that project managers must developbull Four core knowledge areas lead to specific project objectives (scope
time cost and quality)bull Four facilitating knowledge areas are the means through which the
project objectives are achieved (human resources communication risk and procurement management)
bull One knowledge area (project integration management) affects and is affected by all of the other knowledge areas
bull All knowledge areas are important
25
Project Management Framework
26
Relationships Among Process Groups and Knowledge Areas
PMBOKreg Guide 2004 p 69
27
Relationships Among Process Groups and Knowledge Areas (contrsquod)
28
專案管理引用之技術
29
Decision Tree 決策樹
gt Decision Tree a graphical model of the natural sequence of both decision and state variables and their possible valuesbull Sequence maymay not matterbull All possible conditions should be included in model
30
GoNo-Go Decision (Chou)
31
Cost Prediction (Birnie 1991)
Microsoft Excel 工作表
Example
32
其它的決策實例
gt 該買預售屋或是成屋gt 活動該辦在地點A B or Cgt 賣場大樓該建於何處gt 該錄取何人
gt 道路規劃路線該選擇A B or Cgt 醫療精密儀器該選擇何廠牌
gt 隧道工程該採用何種工法 (TBM爆破 法潛盾工法hellip)
gt hellip
33
Fishbone Diagram
Microsoft Visio Drawing
34
Gantt Chart for Software Launch Project
35
Sample Tracking Gantt Chart
36
Sample Activity-on-Arrow (AOA) Network Diagram for Project X
37
Task Dependency Types
38
Critical Path Method (CPM)
gt CPM is a network diagramming technique used to predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
39
Determining the Critical Path for Project X
40
Program Evaluation and Review Technique (PERT)
gt PERT is a network analysis technique used to estimate project duration when there is a high degree of uncertainty about the individual activity duration estimates
gt PERT uses probabilistic time estimatesbull Duration estimates based on using optimistic most likely
and pessimistic estimates of activity durations or a three- point estimate
41
PERT Formula and Examplegt PERT weighted average =
optimistic time + 4X most likely time + pessimistic time6
gt ExamplePERT weighted average =8 workdays + 4 X 10 workdays + 24 workdays = 12 days
6where optimistic time= 8 daysmost likely time = 10 dayspessimistic time = 24 days
Therefore yoursquod use 12 days on the network diagram instead of 10 when using PERT for the above example
42
Management Information Systems in PM
gt MS Officebull Wordbull Excelbull Visiobull Project 2003bull FrontPagebull PowerPointbull Access
gt Primaveragt ASP
bull Application tailored for clientrsquos needs
gt Open Source Softwaregt hellip
43
44
九大知識領域
gt Project Integration Management
gt Core Knowledge [main focus in this two lectures]bull Project Scope Managementbull Project Time Managementbull Project Cost Managementbull Project Quality Management
gt Facilitating Knowledge [introduction only]bull Project Human Resource managementbull Project Communication Managementbull Project Risk Managementbull Project Procurement Management
45
Project Integration Management Processes
gt Develop the project charter Work with stakeholders to create the document that formally authorizes a projectmdashthe charter
gt Develop the preliminary project scope statement Work with stakeholders especially users of the projectrsquos products services or results to develop the high-level scope requirements and create a preliminary project scope statement
gt Develop the project management plan Coordinate all planning efforts to create a consistent coherent documentmdashthe project management plan
Adobe Acrobat 70 Document
46
Project Integration Management Processes (contrsquod)
gt Direct and manage project execution Carry out the project management plan by performing the activities included in it
gt Monitor and control the project work Oversee project work to meet the performance objectives of the project
gt Perform integrated change control Coordinate changes that affect the projectrsquos deliverables and organizational process assets
gt Close the project Finalize all project activities to formally close the project
47
48
專案選擇與決策分析模式- Financial Analysis of Projects
gt Financial considerations are often an important aspect of the project selection process
gt Three primary methods for determining the projected financial value of projectsbull Net present value (NPV) analysis
bull Payback analysis
Microsoft Excel 工作表
Microsoft Excel 工作表
49
Return on investment (ROI)
Multiplyby thediscountfactor eachyear then subtract costs from cumulativebenefits toget NPV
ROI = (total discounted benefits - total discounted costs) discounted costs
50
Weighted Scoring Modelgt A weighted scoring model is a tool that
provides a systematic process for selecting projects based on many criteria
gt Steps in identifying a weighted scoring model1 Identify criteria important to the project selection
process2 Assign weights (percentages) to each criterion so they
add up to 100 percent3 Assign scores to each criterion for each project4 Multiply the scores by the weights to get the total
weighted scores
gt The higher the weighted score the better
51
Sample Weighted Scoring Model for Project Selection
52
What is Project Scope Management
gt Scope refers to all the work involved in creating the products of the project and the processes used to create them
gt A deliverable (交付標的) is a product produced as part of a project such as hardware or software planning documents or meeting minutes
gt Project scope management includes the processes involved in defining and controlling what is or is not included in a project
53
Project Scope Management Processes
gt Scope planning Key inputs include the project charter preliminary scope statement and project management plan
gt Scope definition Reviewing the project charter and preliminary scope statement and adding more information as requirements are developed and change requests are approved
gt Creating the WBS Subdividing the major project deliverables into smaller more manageable components
gt Scope verification Formalizing acceptance of the project scope Scope creep
gt Scope control Controlling changes to project scope
54
Sample Intranet WBS Organized by Product
55
Sample Intranet WBS Organized by Phase
56
Intranet WBS in Tabular Form10 Concept
11 Evaluate current systems12 Define requirements
121 Define user requirements122 Define content requirements123 Define system requirements124 Define server owner requirements
13 Define specific functionality14 Define risks and risk management approach15 Develop project plan16 Brief Web development team
20 Web Site Design30 Web Site Development40 Roll Out50 Support
57
Intranet WBS and Gantt Chart in Project 2000
58
Intranet Gantt Chart Organized by Project Management Process Groups
59
Resulting WBS in Chart Form
60
Scope Management Demo
Microsoft Project Document
How to input scope based on WBS
How to number activities
Output to VISIO
61
Project Time Management Processes
gt Activity definition Identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables
gt Activity sequencing Identifying and documenting the relationships between project activities
gt Activity resource estimating Estimating how many resources a project team should use to perform project activities
gt Activity duration estimating Estimating the number of work periods that are needed to complete individual activities
gt Schedule development Analyzing activity sequences activity resource estimates and activity duration estimates to create the project schedule
gt Schedule control Controlling and managing changes to the project schedule
62
Activity Sequencing
gt Involves reviewing activities and determining dependencies
gt A dependency or relationship relates to the sequencing of project activities or tasks
gt You must determine dependencies in order to use critical path analysis
63
Network Diagrams
gt Network diagrams are the preferred technique for showing activity sequencing
gt A network diagram is a schematic display of the logical relationships among or sequencing of project activities
gt Two main formats are the arrow and precedence diagramming methods
64
Sample PDM (Precedence Diagramming Method)
Network Diagram
65
Gantt Chartsgt Gantt charts provide a standard format for
displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format
gt Symbols includebull Black diamonds Milestones
bull Thick black bars Summary tasks
bull Lighter horizontal bars Durations of tasks
bull Arrows Dependencies between tasks
66
Gantt Chart for Software Launch Project
67
Adding Milestones to Gantt Charts
gt Many people like to focus on meeting milestones especially for large projects
gt Milestones emphasize important events or accomplishments in projects
gt You typically create milestone by entering tasks that have a zero duration or you can mark any task as a milestone
68
Sample Tracking Gantt Chart
69
Critical Path Method (CPM)gt CPM is a network diagramming technique used to
predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
70
Estimate Activity Duration
AIB
AOA
Source Successful PM
71
Case Study Development of a Web-based IS
Requested to complete in 50 days
Source Successful PM
72
Forward Path ES amp EF
Source Successful PM
73
Backward Path LS amp LF
Source Successful PM
74
Summary Table
TF = LF ndash EF
= LS - ES
Critical path can be determined by the least TF
This project schedule should be shortened by 9 days to meet the ownerrsquos need
75
Critical Path
Source Successful PM
76
Using the Critical Path to Shorten a Project Schedule
gt Three main techniques for shortening schedules
bull Shortening the duration of critical activities or tasks by adding more resources or changing their scope
bull Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost
bull Fast tracking activities by doing them in parallel or overlapping them
77
Words of Caution on Using Project Management Softwaregt Many people misuse project management
software because they donrsquot understand important concepts and have not had training
gt You must enter dependencies to have dates adjust automatically and to determine the critical path
gt You must enter actual schedule information to compare planned and actual progress
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
15
專案管理應用軟體範例
Source httpwwwnetaskcomtwserviceinfohtmpage=info_intro_web_pmhtm
16
More examples
Source Microsoft Project 2003
17
More examples
Source httpwwwprimaveracom
18
19
20
專案實例
gt 電子商務行銷專案 (服飾代理家具hellip)gt 大型活動專案 (學校百貨歌唱比賽hellip)gt 資訊系統發展專案 (電視新聞數位影音資料
庫區域無線上網行政院防救災資訊系統委 外專案計畫hellip)
gt 產品開發專案 (手機RFIDhellip)gt 工程專案 (建築土地開發高鐵捷運公
路海港道路修復橋梁設計掩埋場設計 hellip)
gt 其它醫療防疫小組人力召募專案創業
21
Project Life Cycle (專案生命週期)
22
PM Processes (PDCA)
Source PMBOK 2004
Plan ndash Do ndash Check ndash Action Cycle
23
Five Project Management Processesgt Initiating Processes (起始過程)gt Planning Processes (計畫過程)gt Executing Processes (執行過程)gt Controlling Processes (控制過程)gt Closing Processes (結案過程)
24
Nine Project Management Knowledge Areasgt Knowledge areas describe the key competencies
that project managers must developbull Four core knowledge areas lead to specific project objectives (scope
time cost and quality)bull Four facilitating knowledge areas are the means through which the
project objectives are achieved (human resources communication risk and procurement management)
bull One knowledge area (project integration management) affects and is affected by all of the other knowledge areas
bull All knowledge areas are important
25
Project Management Framework
26
Relationships Among Process Groups and Knowledge Areas
PMBOKreg Guide 2004 p 69
27
Relationships Among Process Groups and Knowledge Areas (contrsquod)
28
專案管理引用之技術
29
Decision Tree 決策樹
gt Decision Tree a graphical model of the natural sequence of both decision and state variables and their possible valuesbull Sequence maymay not matterbull All possible conditions should be included in model
30
GoNo-Go Decision (Chou)
31
Cost Prediction (Birnie 1991)
Microsoft Excel 工作表
Example
32
其它的決策實例
gt 該買預售屋或是成屋gt 活動該辦在地點A B or Cgt 賣場大樓該建於何處gt 該錄取何人
gt 道路規劃路線該選擇A B or Cgt 醫療精密儀器該選擇何廠牌
gt 隧道工程該採用何種工法 (TBM爆破 法潛盾工法hellip)
gt hellip
33
Fishbone Diagram
Microsoft Visio Drawing
34
Gantt Chart for Software Launch Project
35
Sample Tracking Gantt Chart
36
Sample Activity-on-Arrow (AOA) Network Diagram for Project X
37
Task Dependency Types
38
Critical Path Method (CPM)
gt CPM is a network diagramming technique used to predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
39
Determining the Critical Path for Project X
40
Program Evaluation and Review Technique (PERT)
gt PERT is a network analysis technique used to estimate project duration when there is a high degree of uncertainty about the individual activity duration estimates
gt PERT uses probabilistic time estimatesbull Duration estimates based on using optimistic most likely
and pessimistic estimates of activity durations or a three- point estimate
41
PERT Formula and Examplegt PERT weighted average =
optimistic time + 4X most likely time + pessimistic time6
gt ExamplePERT weighted average =8 workdays + 4 X 10 workdays + 24 workdays = 12 days
6where optimistic time= 8 daysmost likely time = 10 dayspessimistic time = 24 days
Therefore yoursquod use 12 days on the network diagram instead of 10 when using PERT for the above example
42
Management Information Systems in PM
gt MS Officebull Wordbull Excelbull Visiobull Project 2003bull FrontPagebull PowerPointbull Access
gt Primaveragt ASP
bull Application tailored for clientrsquos needs
gt Open Source Softwaregt hellip
43
44
九大知識領域
gt Project Integration Management
gt Core Knowledge [main focus in this two lectures]bull Project Scope Managementbull Project Time Managementbull Project Cost Managementbull Project Quality Management
gt Facilitating Knowledge [introduction only]bull Project Human Resource managementbull Project Communication Managementbull Project Risk Managementbull Project Procurement Management
45
Project Integration Management Processes
gt Develop the project charter Work with stakeholders to create the document that formally authorizes a projectmdashthe charter
gt Develop the preliminary project scope statement Work with stakeholders especially users of the projectrsquos products services or results to develop the high-level scope requirements and create a preliminary project scope statement
gt Develop the project management plan Coordinate all planning efforts to create a consistent coherent documentmdashthe project management plan
Adobe Acrobat 70 Document
46
Project Integration Management Processes (contrsquod)
gt Direct and manage project execution Carry out the project management plan by performing the activities included in it
gt Monitor and control the project work Oversee project work to meet the performance objectives of the project
gt Perform integrated change control Coordinate changes that affect the projectrsquos deliverables and organizational process assets
gt Close the project Finalize all project activities to formally close the project
47
48
專案選擇與決策分析模式- Financial Analysis of Projects
gt Financial considerations are often an important aspect of the project selection process
gt Three primary methods for determining the projected financial value of projectsbull Net present value (NPV) analysis
bull Payback analysis
Microsoft Excel 工作表
Microsoft Excel 工作表
49
Return on investment (ROI)
Multiplyby thediscountfactor eachyear then subtract costs from cumulativebenefits toget NPV
ROI = (total discounted benefits - total discounted costs) discounted costs
50
Weighted Scoring Modelgt A weighted scoring model is a tool that
provides a systematic process for selecting projects based on many criteria
gt Steps in identifying a weighted scoring model1 Identify criteria important to the project selection
process2 Assign weights (percentages) to each criterion so they
add up to 100 percent3 Assign scores to each criterion for each project4 Multiply the scores by the weights to get the total
weighted scores
gt The higher the weighted score the better
51
Sample Weighted Scoring Model for Project Selection
52
What is Project Scope Management
gt Scope refers to all the work involved in creating the products of the project and the processes used to create them
gt A deliverable (交付標的) is a product produced as part of a project such as hardware or software planning documents or meeting minutes
gt Project scope management includes the processes involved in defining and controlling what is or is not included in a project
53
Project Scope Management Processes
gt Scope planning Key inputs include the project charter preliminary scope statement and project management plan
gt Scope definition Reviewing the project charter and preliminary scope statement and adding more information as requirements are developed and change requests are approved
gt Creating the WBS Subdividing the major project deliverables into smaller more manageable components
gt Scope verification Formalizing acceptance of the project scope Scope creep
gt Scope control Controlling changes to project scope
54
Sample Intranet WBS Organized by Product
55
Sample Intranet WBS Organized by Phase
56
Intranet WBS in Tabular Form10 Concept
11 Evaluate current systems12 Define requirements
121 Define user requirements122 Define content requirements123 Define system requirements124 Define server owner requirements
13 Define specific functionality14 Define risks and risk management approach15 Develop project plan16 Brief Web development team
20 Web Site Design30 Web Site Development40 Roll Out50 Support
57
Intranet WBS and Gantt Chart in Project 2000
58
Intranet Gantt Chart Organized by Project Management Process Groups
59
Resulting WBS in Chart Form
60
Scope Management Demo
Microsoft Project Document
How to input scope based on WBS
How to number activities
Output to VISIO
61
Project Time Management Processes
gt Activity definition Identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables
gt Activity sequencing Identifying and documenting the relationships between project activities
gt Activity resource estimating Estimating how many resources a project team should use to perform project activities
gt Activity duration estimating Estimating the number of work periods that are needed to complete individual activities
gt Schedule development Analyzing activity sequences activity resource estimates and activity duration estimates to create the project schedule
gt Schedule control Controlling and managing changes to the project schedule
62
Activity Sequencing
gt Involves reviewing activities and determining dependencies
gt A dependency or relationship relates to the sequencing of project activities or tasks
gt You must determine dependencies in order to use critical path analysis
63
Network Diagrams
gt Network diagrams are the preferred technique for showing activity sequencing
gt A network diagram is a schematic display of the logical relationships among or sequencing of project activities
gt Two main formats are the arrow and precedence diagramming methods
64
Sample PDM (Precedence Diagramming Method)
Network Diagram
65
Gantt Chartsgt Gantt charts provide a standard format for
displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format
gt Symbols includebull Black diamonds Milestones
bull Thick black bars Summary tasks
bull Lighter horizontal bars Durations of tasks
bull Arrows Dependencies between tasks
66
Gantt Chart for Software Launch Project
67
Adding Milestones to Gantt Charts
gt Many people like to focus on meeting milestones especially for large projects
gt Milestones emphasize important events or accomplishments in projects
gt You typically create milestone by entering tasks that have a zero duration or you can mark any task as a milestone
68
Sample Tracking Gantt Chart
69
Critical Path Method (CPM)gt CPM is a network diagramming technique used to
predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
70
Estimate Activity Duration
AIB
AOA
Source Successful PM
71
Case Study Development of a Web-based IS
Requested to complete in 50 days
Source Successful PM
72
Forward Path ES amp EF
Source Successful PM
73
Backward Path LS amp LF
Source Successful PM
74
Summary Table
TF = LF ndash EF
= LS - ES
Critical path can be determined by the least TF
This project schedule should be shortened by 9 days to meet the ownerrsquos need
75
Critical Path
Source Successful PM
76
Using the Critical Path to Shorten a Project Schedule
gt Three main techniques for shortening schedules
bull Shortening the duration of critical activities or tasks by adding more resources or changing their scope
bull Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost
bull Fast tracking activities by doing them in parallel or overlapping them
77
Words of Caution on Using Project Management Softwaregt Many people misuse project management
software because they donrsquot understand important concepts and have not had training
gt You must enter dependencies to have dates adjust automatically and to determine the critical path
gt You must enter actual schedule information to compare planned and actual progress
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
16
More examples
Source Microsoft Project 2003
17
More examples
Source httpwwwprimaveracom
18
19
20
專案實例
gt 電子商務行銷專案 (服飾代理家具hellip)gt 大型活動專案 (學校百貨歌唱比賽hellip)gt 資訊系統發展專案 (電視新聞數位影音資料
庫區域無線上網行政院防救災資訊系統委 外專案計畫hellip)
gt 產品開發專案 (手機RFIDhellip)gt 工程專案 (建築土地開發高鐵捷運公
路海港道路修復橋梁設計掩埋場設計 hellip)
gt 其它醫療防疫小組人力召募專案創業
21
Project Life Cycle (專案生命週期)
22
PM Processes (PDCA)
Source PMBOK 2004
Plan ndash Do ndash Check ndash Action Cycle
23
Five Project Management Processesgt Initiating Processes (起始過程)gt Planning Processes (計畫過程)gt Executing Processes (執行過程)gt Controlling Processes (控制過程)gt Closing Processes (結案過程)
24
Nine Project Management Knowledge Areasgt Knowledge areas describe the key competencies
that project managers must developbull Four core knowledge areas lead to specific project objectives (scope
time cost and quality)bull Four facilitating knowledge areas are the means through which the
project objectives are achieved (human resources communication risk and procurement management)
bull One knowledge area (project integration management) affects and is affected by all of the other knowledge areas
bull All knowledge areas are important
25
Project Management Framework
26
Relationships Among Process Groups and Knowledge Areas
PMBOKreg Guide 2004 p 69
27
Relationships Among Process Groups and Knowledge Areas (contrsquod)
28
專案管理引用之技術
29
Decision Tree 決策樹
gt Decision Tree a graphical model of the natural sequence of both decision and state variables and their possible valuesbull Sequence maymay not matterbull All possible conditions should be included in model
30
GoNo-Go Decision (Chou)
31
Cost Prediction (Birnie 1991)
Microsoft Excel 工作表
Example
32
其它的決策實例
gt 該買預售屋或是成屋gt 活動該辦在地點A B or Cgt 賣場大樓該建於何處gt 該錄取何人
gt 道路規劃路線該選擇A B or Cgt 醫療精密儀器該選擇何廠牌
gt 隧道工程該採用何種工法 (TBM爆破 法潛盾工法hellip)
gt hellip
33
Fishbone Diagram
Microsoft Visio Drawing
34
Gantt Chart for Software Launch Project
35
Sample Tracking Gantt Chart
36
Sample Activity-on-Arrow (AOA) Network Diagram for Project X
37
Task Dependency Types
38
Critical Path Method (CPM)
gt CPM is a network diagramming technique used to predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
39
Determining the Critical Path for Project X
40
Program Evaluation and Review Technique (PERT)
gt PERT is a network analysis technique used to estimate project duration when there is a high degree of uncertainty about the individual activity duration estimates
gt PERT uses probabilistic time estimatesbull Duration estimates based on using optimistic most likely
and pessimistic estimates of activity durations or a three- point estimate
41
PERT Formula and Examplegt PERT weighted average =
optimistic time + 4X most likely time + pessimistic time6
gt ExamplePERT weighted average =8 workdays + 4 X 10 workdays + 24 workdays = 12 days
6where optimistic time= 8 daysmost likely time = 10 dayspessimistic time = 24 days
Therefore yoursquod use 12 days on the network diagram instead of 10 when using PERT for the above example
42
Management Information Systems in PM
gt MS Officebull Wordbull Excelbull Visiobull Project 2003bull FrontPagebull PowerPointbull Access
gt Primaveragt ASP
bull Application tailored for clientrsquos needs
gt Open Source Softwaregt hellip
43
44
九大知識領域
gt Project Integration Management
gt Core Knowledge [main focus in this two lectures]bull Project Scope Managementbull Project Time Managementbull Project Cost Managementbull Project Quality Management
gt Facilitating Knowledge [introduction only]bull Project Human Resource managementbull Project Communication Managementbull Project Risk Managementbull Project Procurement Management
45
Project Integration Management Processes
gt Develop the project charter Work with stakeholders to create the document that formally authorizes a projectmdashthe charter
gt Develop the preliminary project scope statement Work with stakeholders especially users of the projectrsquos products services or results to develop the high-level scope requirements and create a preliminary project scope statement
gt Develop the project management plan Coordinate all planning efforts to create a consistent coherent documentmdashthe project management plan
Adobe Acrobat 70 Document
46
Project Integration Management Processes (contrsquod)
gt Direct and manage project execution Carry out the project management plan by performing the activities included in it
gt Monitor and control the project work Oversee project work to meet the performance objectives of the project
gt Perform integrated change control Coordinate changes that affect the projectrsquos deliverables and organizational process assets
gt Close the project Finalize all project activities to formally close the project
47
48
專案選擇與決策分析模式- Financial Analysis of Projects
gt Financial considerations are often an important aspect of the project selection process
gt Three primary methods for determining the projected financial value of projectsbull Net present value (NPV) analysis
bull Payback analysis
Microsoft Excel 工作表
Microsoft Excel 工作表
49
Return on investment (ROI)
Multiplyby thediscountfactor eachyear then subtract costs from cumulativebenefits toget NPV
ROI = (total discounted benefits - total discounted costs) discounted costs
50
Weighted Scoring Modelgt A weighted scoring model is a tool that
provides a systematic process for selecting projects based on many criteria
gt Steps in identifying a weighted scoring model1 Identify criteria important to the project selection
process2 Assign weights (percentages) to each criterion so they
add up to 100 percent3 Assign scores to each criterion for each project4 Multiply the scores by the weights to get the total
weighted scores
gt The higher the weighted score the better
51
Sample Weighted Scoring Model for Project Selection
52
What is Project Scope Management
gt Scope refers to all the work involved in creating the products of the project and the processes used to create them
gt A deliverable (交付標的) is a product produced as part of a project such as hardware or software planning documents or meeting minutes
gt Project scope management includes the processes involved in defining and controlling what is or is not included in a project
53
Project Scope Management Processes
gt Scope planning Key inputs include the project charter preliminary scope statement and project management plan
gt Scope definition Reviewing the project charter and preliminary scope statement and adding more information as requirements are developed and change requests are approved
gt Creating the WBS Subdividing the major project deliverables into smaller more manageable components
gt Scope verification Formalizing acceptance of the project scope Scope creep
gt Scope control Controlling changes to project scope
54
Sample Intranet WBS Organized by Product
55
Sample Intranet WBS Organized by Phase
56
Intranet WBS in Tabular Form10 Concept
11 Evaluate current systems12 Define requirements
121 Define user requirements122 Define content requirements123 Define system requirements124 Define server owner requirements
13 Define specific functionality14 Define risks and risk management approach15 Develop project plan16 Brief Web development team
20 Web Site Design30 Web Site Development40 Roll Out50 Support
57
Intranet WBS and Gantt Chart in Project 2000
58
Intranet Gantt Chart Organized by Project Management Process Groups
59
Resulting WBS in Chart Form
60
Scope Management Demo
Microsoft Project Document
How to input scope based on WBS
How to number activities
Output to VISIO
61
Project Time Management Processes
gt Activity definition Identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables
gt Activity sequencing Identifying and documenting the relationships between project activities
gt Activity resource estimating Estimating how many resources a project team should use to perform project activities
gt Activity duration estimating Estimating the number of work periods that are needed to complete individual activities
gt Schedule development Analyzing activity sequences activity resource estimates and activity duration estimates to create the project schedule
gt Schedule control Controlling and managing changes to the project schedule
62
Activity Sequencing
gt Involves reviewing activities and determining dependencies
gt A dependency or relationship relates to the sequencing of project activities or tasks
gt You must determine dependencies in order to use critical path analysis
63
Network Diagrams
gt Network diagrams are the preferred technique for showing activity sequencing
gt A network diagram is a schematic display of the logical relationships among or sequencing of project activities
gt Two main formats are the arrow and precedence diagramming methods
64
Sample PDM (Precedence Diagramming Method)
Network Diagram
65
Gantt Chartsgt Gantt charts provide a standard format for
displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format
gt Symbols includebull Black diamonds Milestones
bull Thick black bars Summary tasks
bull Lighter horizontal bars Durations of tasks
bull Arrows Dependencies between tasks
66
Gantt Chart for Software Launch Project
67
Adding Milestones to Gantt Charts
gt Many people like to focus on meeting milestones especially for large projects
gt Milestones emphasize important events or accomplishments in projects
gt You typically create milestone by entering tasks that have a zero duration or you can mark any task as a milestone
68
Sample Tracking Gantt Chart
69
Critical Path Method (CPM)gt CPM is a network diagramming technique used to
predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
70
Estimate Activity Duration
AIB
AOA
Source Successful PM
71
Case Study Development of a Web-based IS
Requested to complete in 50 days
Source Successful PM
72
Forward Path ES amp EF
Source Successful PM
73
Backward Path LS amp LF
Source Successful PM
74
Summary Table
TF = LF ndash EF
= LS - ES
Critical path can be determined by the least TF
This project schedule should be shortened by 9 days to meet the ownerrsquos need
75
Critical Path
Source Successful PM
76
Using the Critical Path to Shorten a Project Schedule
gt Three main techniques for shortening schedules
bull Shortening the duration of critical activities or tasks by adding more resources or changing their scope
bull Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost
bull Fast tracking activities by doing them in parallel or overlapping them
77
Words of Caution on Using Project Management Softwaregt Many people misuse project management
software because they donrsquot understand important concepts and have not had training
gt You must enter dependencies to have dates adjust automatically and to determine the critical path
gt You must enter actual schedule information to compare planned and actual progress
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
17
More examples
Source httpwwwprimaveracom
18
19
20
專案實例
gt 電子商務行銷專案 (服飾代理家具hellip)gt 大型活動專案 (學校百貨歌唱比賽hellip)gt 資訊系統發展專案 (電視新聞數位影音資料
庫區域無線上網行政院防救災資訊系統委 外專案計畫hellip)
gt 產品開發專案 (手機RFIDhellip)gt 工程專案 (建築土地開發高鐵捷運公
路海港道路修復橋梁設計掩埋場設計 hellip)
gt 其它醫療防疫小組人力召募專案創業
21
Project Life Cycle (專案生命週期)
22
PM Processes (PDCA)
Source PMBOK 2004
Plan ndash Do ndash Check ndash Action Cycle
23
Five Project Management Processesgt Initiating Processes (起始過程)gt Planning Processes (計畫過程)gt Executing Processes (執行過程)gt Controlling Processes (控制過程)gt Closing Processes (結案過程)
24
Nine Project Management Knowledge Areasgt Knowledge areas describe the key competencies
that project managers must developbull Four core knowledge areas lead to specific project objectives (scope
time cost and quality)bull Four facilitating knowledge areas are the means through which the
project objectives are achieved (human resources communication risk and procurement management)
bull One knowledge area (project integration management) affects and is affected by all of the other knowledge areas
bull All knowledge areas are important
25
Project Management Framework
26
Relationships Among Process Groups and Knowledge Areas
PMBOKreg Guide 2004 p 69
27
Relationships Among Process Groups and Knowledge Areas (contrsquod)
28
專案管理引用之技術
29
Decision Tree 決策樹
gt Decision Tree a graphical model of the natural sequence of both decision and state variables and their possible valuesbull Sequence maymay not matterbull All possible conditions should be included in model
30
GoNo-Go Decision (Chou)
31
Cost Prediction (Birnie 1991)
Microsoft Excel 工作表
Example
32
其它的決策實例
gt 該買預售屋或是成屋gt 活動該辦在地點A B or Cgt 賣場大樓該建於何處gt 該錄取何人
gt 道路規劃路線該選擇A B or Cgt 醫療精密儀器該選擇何廠牌
gt 隧道工程該採用何種工法 (TBM爆破 法潛盾工法hellip)
gt hellip
33
Fishbone Diagram
Microsoft Visio Drawing
34
Gantt Chart for Software Launch Project
35
Sample Tracking Gantt Chart
36
Sample Activity-on-Arrow (AOA) Network Diagram for Project X
37
Task Dependency Types
38
Critical Path Method (CPM)
gt CPM is a network diagramming technique used to predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
39
Determining the Critical Path for Project X
40
Program Evaluation and Review Technique (PERT)
gt PERT is a network analysis technique used to estimate project duration when there is a high degree of uncertainty about the individual activity duration estimates
gt PERT uses probabilistic time estimatesbull Duration estimates based on using optimistic most likely
and pessimistic estimates of activity durations or a three- point estimate
41
PERT Formula and Examplegt PERT weighted average =
optimistic time + 4X most likely time + pessimistic time6
gt ExamplePERT weighted average =8 workdays + 4 X 10 workdays + 24 workdays = 12 days
6where optimistic time= 8 daysmost likely time = 10 dayspessimistic time = 24 days
Therefore yoursquod use 12 days on the network diagram instead of 10 when using PERT for the above example
42
Management Information Systems in PM
gt MS Officebull Wordbull Excelbull Visiobull Project 2003bull FrontPagebull PowerPointbull Access
gt Primaveragt ASP
bull Application tailored for clientrsquos needs
gt Open Source Softwaregt hellip
43
44
九大知識領域
gt Project Integration Management
gt Core Knowledge [main focus in this two lectures]bull Project Scope Managementbull Project Time Managementbull Project Cost Managementbull Project Quality Management
gt Facilitating Knowledge [introduction only]bull Project Human Resource managementbull Project Communication Managementbull Project Risk Managementbull Project Procurement Management
45
Project Integration Management Processes
gt Develop the project charter Work with stakeholders to create the document that formally authorizes a projectmdashthe charter
gt Develop the preliminary project scope statement Work with stakeholders especially users of the projectrsquos products services or results to develop the high-level scope requirements and create a preliminary project scope statement
gt Develop the project management plan Coordinate all planning efforts to create a consistent coherent documentmdashthe project management plan
Adobe Acrobat 70 Document
46
Project Integration Management Processes (contrsquod)
gt Direct and manage project execution Carry out the project management plan by performing the activities included in it
gt Monitor and control the project work Oversee project work to meet the performance objectives of the project
gt Perform integrated change control Coordinate changes that affect the projectrsquos deliverables and organizational process assets
gt Close the project Finalize all project activities to formally close the project
47
48
專案選擇與決策分析模式- Financial Analysis of Projects
gt Financial considerations are often an important aspect of the project selection process
gt Three primary methods for determining the projected financial value of projectsbull Net present value (NPV) analysis
bull Payback analysis
Microsoft Excel 工作表
Microsoft Excel 工作表
49
Return on investment (ROI)
Multiplyby thediscountfactor eachyear then subtract costs from cumulativebenefits toget NPV
ROI = (total discounted benefits - total discounted costs) discounted costs
50
Weighted Scoring Modelgt A weighted scoring model is a tool that
provides a systematic process for selecting projects based on many criteria
gt Steps in identifying a weighted scoring model1 Identify criteria important to the project selection
process2 Assign weights (percentages) to each criterion so they
add up to 100 percent3 Assign scores to each criterion for each project4 Multiply the scores by the weights to get the total
weighted scores
gt The higher the weighted score the better
51
Sample Weighted Scoring Model for Project Selection
52
What is Project Scope Management
gt Scope refers to all the work involved in creating the products of the project and the processes used to create them
gt A deliverable (交付標的) is a product produced as part of a project such as hardware or software planning documents or meeting minutes
gt Project scope management includes the processes involved in defining and controlling what is or is not included in a project
53
Project Scope Management Processes
gt Scope planning Key inputs include the project charter preliminary scope statement and project management plan
gt Scope definition Reviewing the project charter and preliminary scope statement and adding more information as requirements are developed and change requests are approved
gt Creating the WBS Subdividing the major project deliverables into smaller more manageable components
gt Scope verification Formalizing acceptance of the project scope Scope creep
gt Scope control Controlling changes to project scope
54
Sample Intranet WBS Organized by Product
55
Sample Intranet WBS Organized by Phase
56
Intranet WBS in Tabular Form10 Concept
11 Evaluate current systems12 Define requirements
121 Define user requirements122 Define content requirements123 Define system requirements124 Define server owner requirements
13 Define specific functionality14 Define risks and risk management approach15 Develop project plan16 Brief Web development team
20 Web Site Design30 Web Site Development40 Roll Out50 Support
57
Intranet WBS and Gantt Chart in Project 2000
58
Intranet Gantt Chart Organized by Project Management Process Groups
59
Resulting WBS in Chart Form
60
Scope Management Demo
Microsoft Project Document
How to input scope based on WBS
How to number activities
Output to VISIO
61
Project Time Management Processes
gt Activity definition Identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables
gt Activity sequencing Identifying and documenting the relationships between project activities
gt Activity resource estimating Estimating how many resources a project team should use to perform project activities
gt Activity duration estimating Estimating the number of work periods that are needed to complete individual activities
gt Schedule development Analyzing activity sequences activity resource estimates and activity duration estimates to create the project schedule
gt Schedule control Controlling and managing changes to the project schedule
62
Activity Sequencing
gt Involves reviewing activities and determining dependencies
gt A dependency or relationship relates to the sequencing of project activities or tasks
gt You must determine dependencies in order to use critical path analysis
63
Network Diagrams
gt Network diagrams are the preferred technique for showing activity sequencing
gt A network diagram is a schematic display of the logical relationships among or sequencing of project activities
gt Two main formats are the arrow and precedence diagramming methods
64
Sample PDM (Precedence Diagramming Method)
Network Diagram
65
Gantt Chartsgt Gantt charts provide a standard format for
displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format
gt Symbols includebull Black diamonds Milestones
bull Thick black bars Summary tasks
bull Lighter horizontal bars Durations of tasks
bull Arrows Dependencies between tasks
66
Gantt Chart for Software Launch Project
67
Adding Milestones to Gantt Charts
gt Many people like to focus on meeting milestones especially for large projects
gt Milestones emphasize important events or accomplishments in projects
gt You typically create milestone by entering tasks that have a zero duration or you can mark any task as a milestone
68
Sample Tracking Gantt Chart
69
Critical Path Method (CPM)gt CPM is a network diagramming technique used to
predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
70
Estimate Activity Duration
AIB
AOA
Source Successful PM
71
Case Study Development of a Web-based IS
Requested to complete in 50 days
Source Successful PM
72
Forward Path ES amp EF
Source Successful PM
73
Backward Path LS amp LF
Source Successful PM
74
Summary Table
TF = LF ndash EF
= LS - ES
Critical path can be determined by the least TF
This project schedule should be shortened by 9 days to meet the ownerrsquos need
75
Critical Path
Source Successful PM
76
Using the Critical Path to Shorten a Project Schedule
gt Three main techniques for shortening schedules
bull Shortening the duration of critical activities or tasks by adding more resources or changing their scope
bull Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost
bull Fast tracking activities by doing them in parallel or overlapping them
77
Words of Caution on Using Project Management Softwaregt Many people misuse project management
software because they donrsquot understand important concepts and have not had training
gt You must enter dependencies to have dates adjust automatically and to determine the critical path
gt You must enter actual schedule information to compare planned and actual progress
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
18
19
20
專案實例
gt 電子商務行銷專案 (服飾代理家具hellip)gt 大型活動專案 (學校百貨歌唱比賽hellip)gt 資訊系統發展專案 (電視新聞數位影音資料
庫區域無線上網行政院防救災資訊系統委 外專案計畫hellip)
gt 產品開發專案 (手機RFIDhellip)gt 工程專案 (建築土地開發高鐵捷運公
路海港道路修復橋梁設計掩埋場設計 hellip)
gt 其它醫療防疫小組人力召募專案創業
21
Project Life Cycle (專案生命週期)
22
PM Processes (PDCA)
Source PMBOK 2004
Plan ndash Do ndash Check ndash Action Cycle
23
Five Project Management Processesgt Initiating Processes (起始過程)gt Planning Processes (計畫過程)gt Executing Processes (執行過程)gt Controlling Processes (控制過程)gt Closing Processes (結案過程)
24
Nine Project Management Knowledge Areasgt Knowledge areas describe the key competencies
that project managers must developbull Four core knowledge areas lead to specific project objectives (scope
time cost and quality)bull Four facilitating knowledge areas are the means through which the
project objectives are achieved (human resources communication risk and procurement management)
bull One knowledge area (project integration management) affects and is affected by all of the other knowledge areas
bull All knowledge areas are important
25
Project Management Framework
26
Relationships Among Process Groups and Knowledge Areas
PMBOKreg Guide 2004 p 69
27
Relationships Among Process Groups and Knowledge Areas (contrsquod)
28
專案管理引用之技術
29
Decision Tree 決策樹
gt Decision Tree a graphical model of the natural sequence of both decision and state variables and their possible valuesbull Sequence maymay not matterbull All possible conditions should be included in model
30
GoNo-Go Decision (Chou)
31
Cost Prediction (Birnie 1991)
Microsoft Excel 工作表
Example
32
其它的決策實例
gt 該買預售屋或是成屋gt 活動該辦在地點A B or Cgt 賣場大樓該建於何處gt 該錄取何人
gt 道路規劃路線該選擇A B or Cgt 醫療精密儀器該選擇何廠牌
gt 隧道工程該採用何種工法 (TBM爆破 法潛盾工法hellip)
gt hellip
33
Fishbone Diagram
Microsoft Visio Drawing
34
Gantt Chart for Software Launch Project
35
Sample Tracking Gantt Chart
36
Sample Activity-on-Arrow (AOA) Network Diagram for Project X
37
Task Dependency Types
38
Critical Path Method (CPM)
gt CPM is a network diagramming technique used to predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
39
Determining the Critical Path for Project X
40
Program Evaluation and Review Technique (PERT)
gt PERT is a network analysis technique used to estimate project duration when there is a high degree of uncertainty about the individual activity duration estimates
gt PERT uses probabilistic time estimatesbull Duration estimates based on using optimistic most likely
and pessimistic estimates of activity durations or a three- point estimate
41
PERT Formula and Examplegt PERT weighted average =
optimistic time + 4X most likely time + pessimistic time6
gt ExamplePERT weighted average =8 workdays + 4 X 10 workdays + 24 workdays = 12 days
6where optimistic time= 8 daysmost likely time = 10 dayspessimistic time = 24 days
Therefore yoursquod use 12 days on the network diagram instead of 10 when using PERT for the above example
42
Management Information Systems in PM
gt MS Officebull Wordbull Excelbull Visiobull Project 2003bull FrontPagebull PowerPointbull Access
gt Primaveragt ASP
bull Application tailored for clientrsquos needs
gt Open Source Softwaregt hellip
43
44
九大知識領域
gt Project Integration Management
gt Core Knowledge [main focus in this two lectures]bull Project Scope Managementbull Project Time Managementbull Project Cost Managementbull Project Quality Management
gt Facilitating Knowledge [introduction only]bull Project Human Resource managementbull Project Communication Managementbull Project Risk Managementbull Project Procurement Management
45
Project Integration Management Processes
gt Develop the project charter Work with stakeholders to create the document that formally authorizes a projectmdashthe charter
gt Develop the preliminary project scope statement Work with stakeholders especially users of the projectrsquos products services or results to develop the high-level scope requirements and create a preliminary project scope statement
gt Develop the project management plan Coordinate all planning efforts to create a consistent coherent documentmdashthe project management plan
Adobe Acrobat 70 Document
46
Project Integration Management Processes (contrsquod)
gt Direct and manage project execution Carry out the project management plan by performing the activities included in it
gt Monitor and control the project work Oversee project work to meet the performance objectives of the project
gt Perform integrated change control Coordinate changes that affect the projectrsquos deliverables and organizational process assets
gt Close the project Finalize all project activities to formally close the project
47
48
專案選擇與決策分析模式- Financial Analysis of Projects
gt Financial considerations are often an important aspect of the project selection process
gt Three primary methods for determining the projected financial value of projectsbull Net present value (NPV) analysis
bull Payback analysis
Microsoft Excel 工作表
Microsoft Excel 工作表
49
Return on investment (ROI)
Multiplyby thediscountfactor eachyear then subtract costs from cumulativebenefits toget NPV
ROI = (total discounted benefits - total discounted costs) discounted costs
50
Weighted Scoring Modelgt A weighted scoring model is a tool that
provides a systematic process for selecting projects based on many criteria
gt Steps in identifying a weighted scoring model1 Identify criteria important to the project selection
process2 Assign weights (percentages) to each criterion so they
add up to 100 percent3 Assign scores to each criterion for each project4 Multiply the scores by the weights to get the total
weighted scores
gt The higher the weighted score the better
51
Sample Weighted Scoring Model for Project Selection
52
What is Project Scope Management
gt Scope refers to all the work involved in creating the products of the project and the processes used to create them
gt A deliverable (交付標的) is a product produced as part of a project such as hardware or software planning documents or meeting minutes
gt Project scope management includes the processes involved in defining and controlling what is or is not included in a project
53
Project Scope Management Processes
gt Scope planning Key inputs include the project charter preliminary scope statement and project management plan
gt Scope definition Reviewing the project charter and preliminary scope statement and adding more information as requirements are developed and change requests are approved
gt Creating the WBS Subdividing the major project deliverables into smaller more manageable components
gt Scope verification Formalizing acceptance of the project scope Scope creep
gt Scope control Controlling changes to project scope
54
Sample Intranet WBS Organized by Product
55
Sample Intranet WBS Organized by Phase
56
Intranet WBS in Tabular Form10 Concept
11 Evaluate current systems12 Define requirements
121 Define user requirements122 Define content requirements123 Define system requirements124 Define server owner requirements
13 Define specific functionality14 Define risks and risk management approach15 Develop project plan16 Brief Web development team
20 Web Site Design30 Web Site Development40 Roll Out50 Support
57
Intranet WBS and Gantt Chart in Project 2000
58
Intranet Gantt Chart Organized by Project Management Process Groups
59
Resulting WBS in Chart Form
60
Scope Management Demo
Microsoft Project Document
How to input scope based on WBS
How to number activities
Output to VISIO
61
Project Time Management Processes
gt Activity definition Identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables
gt Activity sequencing Identifying and documenting the relationships between project activities
gt Activity resource estimating Estimating how many resources a project team should use to perform project activities
gt Activity duration estimating Estimating the number of work periods that are needed to complete individual activities
gt Schedule development Analyzing activity sequences activity resource estimates and activity duration estimates to create the project schedule
gt Schedule control Controlling and managing changes to the project schedule
62
Activity Sequencing
gt Involves reviewing activities and determining dependencies
gt A dependency or relationship relates to the sequencing of project activities or tasks
gt You must determine dependencies in order to use critical path analysis
63
Network Diagrams
gt Network diagrams are the preferred technique for showing activity sequencing
gt A network diagram is a schematic display of the logical relationships among or sequencing of project activities
gt Two main formats are the arrow and precedence diagramming methods
64
Sample PDM (Precedence Diagramming Method)
Network Diagram
65
Gantt Chartsgt Gantt charts provide a standard format for
displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format
gt Symbols includebull Black diamonds Milestones
bull Thick black bars Summary tasks
bull Lighter horizontal bars Durations of tasks
bull Arrows Dependencies between tasks
66
Gantt Chart for Software Launch Project
67
Adding Milestones to Gantt Charts
gt Many people like to focus on meeting milestones especially for large projects
gt Milestones emphasize important events or accomplishments in projects
gt You typically create milestone by entering tasks that have a zero duration or you can mark any task as a milestone
68
Sample Tracking Gantt Chart
69
Critical Path Method (CPM)gt CPM is a network diagramming technique used to
predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
70
Estimate Activity Duration
AIB
AOA
Source Successful PM
71
Case Study Development of a Web-based IS
Requested to complete in 50 days
Source Successful PM
72
Forward Path ES amp EF
Source Successful PM
73
Backward Path LS amp LF
Source Successful PM
74
Summary Table
TF = LF ndash EF
= LS - ES
Critical path can be determined by the least TF
This project schedule should be shortened by 9 days to meet the ownerrsquos need
75
Critical Path
Source Successful PM
76
Using the Critical Path to Shorten a Project Schedule
gt Three main techniques for shortening schedules
bull Shortening the duration of critical activities or tasks by adding more resources or changing their scope
bull Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost
bull Fast tracking activities by doing them in parallel or overlapping them
77
Words of Caution on Using Project Management Softwaregt Many people misuse project management
software because they donrsquot understand important concepts and have not had training
gt You must enter dependencies to have dates adjust automatically and to determine the critical path
gt You must enter actual schedule information to compare planned and actual progress
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
19
20
專案實例
gt 電子商務行銷專案 (服飾代理家具hellip)gt 大型活動專案 (學校百貨歌唱比賽hellip)gt 資訊系統發展專案 (電視新聞數位影音資料
庫區域無線上網行政院防救災資訊系統委 外專案計畫hellip)
gt 產品開發專案 (手機RFIDhellip)gt 工程專案 (建築土地開發高鐵捷運公
路海港道路修復橋梁設計掩埋場設計 hellip)
gt 其它醫療防疫小組人力召募專案創業
21
Project Life Cycle (專案生命週期)
22
PM Processes (PDCA)
Source PMBOK 2004
Plan ndash Do ndash Check ndash Action Cycle
23
Five Project Management Processesgt Initiating Processes (起始過程)gt Planning Processes (計畫過程)gt Executing Processes (執行過程)gt Controlling Processes (控制過程)gt Closing Processes (結案過程)
24
Nine Project Management Knowledge Areasgt Knowledge areas describe the key competencies
that project managers must developbull Four core knowledge areas lead to specific project objectives (scope
time cost and quality)bull Four facilitating knowledge areas are the means through which the
project objectives are achieved (human resources communication risk and procurement management)
bull One knowledge area (project integration management) affects and is affected by all of the other knowledge areas
bull All knowledge areas are important
25
Project Management Framework
26
Relationships Among Process Groups and Knowledge Areas
PMBOKreg Guide 2004 p 69
27
Relationships Among Process Groups and Knowledge Areas (contrsquod)
28
專案管理引用之技術
29
Decision Tree 決策樹
gt Decision Tree a graphical model of the natural sequence of both decision and state variables and their possible valuesbull Sequence maymay not matterbull All possible conditions should be included in model
30
GoNo-Go Decision (Chou)
31
Cost Prediction (Birnie 1991)
Microsoft Excel 工作表
Example
32
其它的決策實例
gt 該買預售屋或是成屋gt 活動該辦在地點A B or Cgt 賣場大樓該建於何處gt 該錄取何人
gt 道路規劃路線該選擇A B or Cgt 醫療精密儀器該選擇何廠牌
gt 隧道工程該採用何種工法 (TBM爆破 法潛盾工法hellip)
gt hellip
33
Fishbone Diagram
Microsoft Visio Drawing
34
Gantt Chart for Software Launch Project
35
Sample Tracking Gantt Chart
36
Sample Activity-on-Arrow (AOA) Network Diagram for Project X
37
Task Dependency Types
38
Critical Path Method (CPM)
gt CPM is a network diagramming technique used to predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
39
Determining the Critical Path for Project X
40
Program Evaluation and Review Technique (PERT)
gt PERT is a network analysis technique used to estimate project duration when there is a high degree of uncertainty about the individual activity duration estimates
gt PERT uses probabilistic time estimatesbull Duration estimates based on using optimistic most likely
and pessimistic estimates of activity durations or a three- point estimate
41
PERT Formula and Examplegt PERT weighted average =
optimistic time + 4X most likely time + pessimistic time6
gt ExamplePERT weighted average =8 workdays + 4 X 10 workdays + 24 workdays = 12 days
6where optimistic time= 8 daysmost likely time = 10 dayspessimistic time = 24 days
Therefore yoursquod use 12 days on the network diagram instead of 10 when using PERT for the above example
42
Management Information Systems in PM
gt MS Officebull Wordbull Excelbull Visiobull Project 2003bull FrontPagebull PowerPointbull Access
gt Primaveragt ASP
bull Application tailored for clientrsquos needs
gt Open Source Softwaregt hellip
43
44
九大知識領域
gt Project Integration Management
gt Core Knowledge [main focus in this two lectures]bull Project Scope Managementbull Project Time Managementbull Project Cost Managementbull Project Quality Management
gt Facilitating Knowledge [introduction only]bull Project Human Resource managementbull Project Communication Managementbull Project Risk Managementbull Project Procurement Management
45
Project Integration Management Processes
gt Develop the project charter Work with stakeholders to create the document that formally authorizes a projectmdashthe charter
gt Develop the preliminary project scope statement Work with stakeholders especially users of the projectrsquos products services or results to develop the high-level scope requirements and create a preliminary project scope statement
gt Develop the project management plan Coordinate all planning efforts to create a consistent coherent documentmdashthe project management plan
Adobe Acrobat 70 Document
46
Project Integration Management Processes (contrsquod)
gt Direct and manage project execution Carry out the project management plan by performing the activities included in it
gt Monitor and control the project work Oversee project work to meet the performance objectives of the project
gt Perform integrated change control Coordinate changes that affect the projectrsquos deliverables and organizational process assets
gt Close the project Finalize all project activities to formally close the project
47
48
專案選擇與決策分析模式- Financial Analysis of Projects
gt Financial considerations are often an important aspect of the project selection process
gt Three primary methods for determining the projected financial value of projectsbull Net present value (NPV) analysis
bull Payback analysis
Microsoft Excel 工作表
Microsoft Excel 工作表
49
Return on investment (ROI)
Multiplyby thediscountfactor eachyear then subtract costs from cumulativebenefits toget NPV
ROI = (total discounted benefits - total discounted costs) discounted costs
50
Weighted Scoring Modelgt A weighted scoring model is a tool that
provides a systematic process for selecting projects based on many criteria
gt Steps in identifying a weighted scoring model1 Identify criteria important to the project selection
process2 Assign weights (percentages) to each criterion so they
add up to 100 percent3 Assign scores to each criterion for each project4 Multiply the scores by the weights to get the total
weighted scores
gt The higher the weighted score the better
51
Sample Weighted Scoring Model for Project Selection
52
What is Project Scope Management
gt Scope refers to all the work involved in creating the products of the project and the processes used to create them
gt A deliverable (交付標的) is a product produced as part of a project such as hardware or software planning documents or meeting minutes
gt Project scope management includes the processes involved in defining and controlling what is or is not included in a project
53
Project Scope Management Processes
gt Scope planning Key inputs include the project charter preliminary scope statement and project management plan
gt Scope definition Reviewing the project charter and preliminary scope statement and adding more information as requirements are developed and change requests are approved
gt Creating the WBS Subdividing the major project deliverables into smaller more manageable components
gt Scope verification Formalizing acceptance of the project scope Scope creep
gt Scope control Controlling changes to project scope
54
Sample Intranet WBS Organized by Product
55
Sample Intranet WBS Organized by Phase
56
Intranet WBS in Tabular Form10 Concept
11 Evaluate current systems12 Define requirements
121 Define user requirements122 Define content requirements123 Define system requirements124 Define server owner requirements
13 Define specific functionality14 Define risks and risk management approach15 Develop project plan16 Brief Web development team
20 Web Site Design30 Web Site Development40 Roll Out50 Support
57
Intranet WBS and Gantt Chart in Project 2000
58
Intranet Gantt Chart Organized by Project Management Process Groups
59
Resulting WBS in Chart Form
60
Scope Management Demo
Microsoft Project Document
How to input scope based on WBS
How to number activities
Output to VISIO
61
Project Time Management Processes
gt Activity definition Identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables
gt Activity sequencing Identifying and documenting the relationships between project activities
gt Activity resource estimating Estimating how many resources a project team should use to perform project activities
gt Activity duration estimating Estimating the number of work periods that are needed to complete individual activities
gt Schedule development Analyzing activity sequences activity resource estimates and activity duration estimates to create the project schedule
gt Schedule control Controlling and managing changes to the project schedule
62
Activity Sequencing
gt Involves reviewing activities and determining dependencies
gt A dependency or relationship relates to the sequencing of project activities or tasks
gt You must determine dependencies in order to use critical path analysis
63
Network Diagrams
gt Network diagrams are the preferred technique for showing activity sequencing
gt A network diagram is a schematic display of the logical relationships among or sequencing of project activities
gt Two main formats are the arrow and precedence diagramming methods
64
Sample PDM (Precedence Diagramming Method)
Network Diagram
65
Gantt Chartsgt Gantt charts provide a standard format for
displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format
gt Symbols includebull Black diamonds Milestones
bull Thick black bars Summary tasks
bull Lighter horizontal bars Durations of tasks
bull Arrows Dependencies between tasks
66
Gantt Chart for Software Launch Project
67
Adding Milestones to Gantt Charts
gt Many people like to focus on meeting milestones especially for large projects
gt Milestones emphasize important events or accomplishments in projects
gt You typically create milestone by entering tasks that have a zero duration or you can mark any task as a milestone
68
Sample Tracking Gantt Chart
69
Critical Path Method (CPM)gt CPM is a network diagramming technique used to
predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
70
Estimate Activity Duration
AIB
AOA
Source Successful PM
71
Case Study Development of a Web-based IS
Requested to complete in 50 days
Source Successful PM
72
Forward Path ES amp EF
Source Successful PM
73
Backward Path LS amp LF
Source Successful PM
74
Summary Table
TF = LF ndash EF
= LS - ES
Critical path can be determined by the least TF
This project schedule should be shortened by 9 days to meet the ownerrsquos need
75
Critical Path
Source Successful PM
76
Using the Critical Path to Shorten a Project Schedule
gt Three main techniques for shortening schedules
bull Shortening the duration of critical activities or tasks by adding more resources or changing their scope
bull Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost
bull Fast tracking activities by doing them in parallel or overlapping them
77
Words of Caution on Using Project Management Softwaregt Many people misuse project management
software because they donrsquot understand important concepts and have not had training
gt You must enter dependencies to have dates adjust automatically and to determine the critical path
gt You must enter actual schedule information to compare planned and actual progress
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
20
專案實例
gt 電子商務行銷專案 (服飾代理家具hellip)gt 大型活動專案 (學校百貨歌唱比賽hellip)gt 資訊系統發展專案 (電視新聞數位影音資料
庫區域無線上網行政院防救災資訊系統委 外專案計畫hellip)
gt 產品開發專案 (手機RFIDhellip)gt 工程專案 (建築土地開發高鐵捷運公
路海港道路修復橋梁設計掩埋場設計 hellip)
gt 其它醫療防疫小組人力召募專案創業
21
Project Life Cycle (專案生命週期)
22
PM Processes (PDCA)
Source PMBOK 2004
Plan ndash Do ndash Check ndash Action Cycle
23
Five Project Management Processesgt Initiating Processes (起始過程)gt Planning Processes (計畫過程)gt Executing Processes (執行過程)gt Controlling Processes (控制過程)gt Closing Processes (結案過程)
24
Nine Project Management Knowledge Areasgt Knowledge areas describe the key competencies
that project managers must developbull Four core knowledge areas lead to specific project objectives (scope
time cost and quality)bull Four facilitating knowledge areas are the means through which the
project objectives are achieved (human resources communication risk and procurement management)
bull One knowledge area (project integration management) affects and is affected by all of the other knowledge areas
bull All knowledge areas are important
25
Project Management Framework
26
Relationships Among Process Groups and Knowledge Areas
PMBOKreg Guide 2004 p 69
27
Relationships Among Process Groups and Knowledge Areas (contrsquod)
28
專案管理引用之技術
29
Decision Tree 決策樹
gt Decision Tree a graphical model of the natural sequence of both decision and state variables and their possible valuesbull Sequence maymay not matterbull All possible conditions should be included in model
30
GoNo-Go Decision (Chou)
31
Cost Prediction (Birnie 1991)
Microsoft Excel 工作表
Example
32
其它的決策實例
gt 該買預售屋或是成屋gt 活動該辦在地點A B or Cgt 賣場大樓該建於何處gt 該錄取何人
gt 道路規劃路線該選擇A B or Cgt 醫療精密儀器該選擇何廠牌
gt 隧道工程該採用何種工法 (TBM爆破 法潛盾工法hellip)
gt hellip
33
Fishbone Diagram
Microsoft Visio Drawing
34
Gantt Chart for Software Launch Project
35
Sample Tracking Gantt Chart
36
Sample Activity-on-Arrow (AOA) Network Diagram for Project X
37
Task Dependency Types
38
Critical Path Method (CPM)
gt CPM is a network diagramming technique used to predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
39
Determining the Critical Path for Project X
40
Program Evaluation and Review Technique (PERT)
gt PERT is a network analysis technique used to estimate project duration when there is a high degree of uncertainty about the individual activity duration estimates
gt PERT uses probabilistic time estimatesbull Duration estimates based on using optimistic most likely
and pessimistic estimates of activity durations or a three- point estimate
41
PERT Formula and Examplegt PERT weighted average =
optimistic time + 4X most likely time + pessimistic time6
gt ExamplePERT weighted average =8 workdays + 4 X 10 workdays + 24 workdays = 12 days
6where optimistic time= 8 daysmost likely time = 10 dayspessimistic time = 24 days
Therefore yoursquod use 12 days on the network diagram instead of 10 when using PERT for the above example
42
Management Information Systems in PM
gt MS Officebull Wordbull Excelbull Visiobull Project 2003bull FrontPagebull PowerPointbull Access
gt Primaveragt ASP
bull Application tailored for clientrsquos needs
gt Open Source Softwaregt hellip
43
44
九大知識領域
gt Project Integration Management
gt Core Knowledge [main focus in this two lectures]bull Project Scope Managementbull Project Time Managementbull Project Cost Managementbull Project Quality Management
gt Facilitating Knowledge [introduction only]bull Project Human Resource managementbull Project Communication Managementbull Project Risk Managementbull Project Procurement Management
45
Project Integration Management Processes
gt Develop the project charter Work with stakeholders to create the document that formally authorizes a projectmdashthe charter
gt Develop the preliminary project scope statement Work with stakeholders especially users of the projectrsquos products services or results to develop the high-level scope requirements and create a preliminary project scope statement
gt Develop the project management plan Coordinate all planning efforts to create a consistent coherent documentmdashthe project management plan
Adobe Acrobat 70 Document
46
Project Integration Management Processes (contrsquod)
gt Direct and manage project execution Carry out the project management plan by performing the activities included in it
gt Monitor and control the project work Oversee project work to meet the performance objectives of the project
gt Perform integrated change control Coordinate changes that affect the projectrsquos deliverables and organizational process assets
gt Close the project Finalize all project activities to formally close the project
47
48
專案選擇與決策分析模式- Financial Analysis of Projects
gt Financial considerations are often an important aspect of the project selection process
gt Three primary methods for determining the projected financial value of projectsbull Net present value (NPV) analysis
bull Payback analysis
Microsoft Excel 工作表
Microsoft Excel 工作表
49
Return on investment (ROI)
Multiplyby thediscountfactor eachyear then subtract costs from cumulativebenefits toget NPV
ROI = (total discounted benefits - total discounted costs) discounted costs
50
Weighted Scoring Modelgt A weighted scoring model is a tool that
provides a systematic process for selecting projects based on many criteria
gt Steps in identifying a weighted scoring model1 Identify criteria important to the project selection
process2 Assign weights (percentages) to each criterion so they
add up to 100 percent3 Assign scores to each criterion for each project4 Multiply the scores by the weights to get the total
weighted scores
gt The higher the weighted score the better
51
Sample Weighted Scoring Model for Project Selection
52
What is Project Scope Management
gt Scope refers to all the work involved in creating the products of the project and the processes used to create them
gt A deliverable (交付標的) is a product produced as part of a project such as hardware or software planning documents or meeting minutes
gt Project scope management includes the processes involved in defining and controlling what is or is not included in a project
53
Project Scope Management Processes
gt Scope planning Key inputs include the project charter preliminary scope statement and project management plan
gt Scope definition Reviewing the project charter and preliminary scope statement and adding more information as requirements are developed and change requests are approved
gt Creating the WBS Subdividing the major project deliverables into smaller more manageable components
gt Scope verification Formalizing acceptance of the project scope Scope creep
gt Scope control Controlling changes to project scope
54
Sample Intranet WBS Organized by Product
55
Sample Intranet WBS Organized by Phase
56
Intranet WBS in Tabular Form10 Concept
11 Evaluate current systems12 Define requirements
121 Define user requirements122 Define content requirements123 Define system requirements124 Define server owner requirements
13 Define specific functionality14 Define risks and risk management approach15 Develop project plan16 Brief Web development team
20 Web Site Design30 Web Site Development40 Roll Out50 Support
57
Intranet WBS and Gantt Chart in Project 2000
58
Intranet Gantt Chart Organized by Project Management Process Groups
59
Resulting WBS in Chart Form
60
Scope Management Demo
Microsoft Project Document
How to input scope based on WBS
How to number activities
Output to VISIO
61
Project Time Management Processes
gt Activity definition Identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables
gt Activity sequencing Identifying and documenting the relationships between project activities
gt Activity resource estimating Estimating how many resources a project team should use to perform project activities
gt Activity duration estimating Estimating the number of work periods that are needed to complete individual activities
gt Schedule development Analyzing activity sequences activity resource estimates and activity duration estimates to create the project schedule
gt Schedule control Controlling and managing changes to the project schedule
62
Activity Sequencing
gt Involves reviewing activities and determining dependencies
gt A dependency or relationship relates to the sequencing of project activities or tasks
gt You must determine dependencies in order to use critical path analysis
63
Network Diagrams
gt Network diagrams are the preferred technique for showing activity sequencing
gt A network diagram is a schematic display of the logical relationships among or sequencing of project activities
gt Two main formats are the arrow and precedence diagramming methods
64
Sample PDM (Precedence Diagramming Method)
Network Diagram
65
Gantt Chartsgt Gantt charts provide a standard format for
displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format
gt Symbols includebull Black diamonds Milestones
bull Thick black bars Summary tasks
bull Lighter horizontal bars Durations of tasks
bull Arrows Dependencies between tasks
66
Gantt Chart for Software Launch Project
67
Adding Milestones to Gantt Charts
gt Many people like to focus on meeting milestones especially for large projects
gt Milestones emphasize important events or accomplishments in projects
gt You typically create milestone by entering tasks that have a zero duration or you can mark any task as a milestone
68
Sample Tracking Gantt Chart
69
Critical Path Method (CPM)gt CPM is a network diagramming technique used to
predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
70
Estimate Activity Duration
AIB
AOA
Source Successful PM
71
Case Study Development of a Web-based IS
Requested to complete in 50 days
Source Successful PM
72
Forward Path ES amp EF
Source Successful PM
73
Backward Path LS amp LF
Source Successful PM
74
Summary Table
TF = LF ndash EF
= LS - ES
Critical path can be determined by the least TF
This project schedule should be shortened by 9 days to meet the ownerrsquos need
75
Critical Path
Source Successful PM
76
Using the Critical Path to Shorten a Project Schedule
gt Three main techniques for shortening schedules
bull Shortening the duration of critical activities or tasks by adding more resources or changing their scope
bull Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost
bull Fast tracking activities by doing them in parallel or overlapping them
77
Words of Caution on Using Project Management Softwaregt Many people misuse project management
software because they donrsquot understand important concepts and have not had training
gt You must enter dependencies to have dates adjust automatically and to determine the critical path
gt You must enter actual schedule information to compare planned and actual progress
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
21
Project Life Cycle (專案生命週期)
22
PM Processes (PDCA)
Source PMBOK 2004
Plan ndash Do ndash Check ndash Action Cycle
23
Five Project Management Processesgt Initiating Processes (起始過程)gt Planning Processes (計畫過程)gt Executing Processes (執行過程)gt Controlling Processes (控制過程)gt Closing Processes (結案過程)
24
Nine Project Management Knowledge Areasgt Knowledge areas describe the key competencies
that project managers must developbull Four core knowledge areas lead to specific project objectives (scope
time cost and quality)bull Four facilitating knowledge areas are the means through which the
project objectives are achieved (human resources communication risk and procurement management)
bull One knowledge area (project integration management) affects and is affected by all of the other knowledge areas
bull All knowledge areas are important
25
Project Management Framework
26
Relationships Among Process Groups and Knowledge Areas
PMBOKreg Guide 2004 p 69
27
Relationships Among Process Groups and Knowledge Areas (contrsquod)
28
專案管理引用之技術
29
Decision Tree 決策樹
gt Decision Tree a graphical model of the natural sequence of both decision and state variables and their possible valuesbull Sequence maymay not matterbull All possible conditions should be included in model
30
GoNo-Go Decision (Chou)
31
Cost Prediction (Birnie 1991)
Microsoft Excel 工作表
Example
32
其它的決策實例
gt 該買預售屋或是成屋gt 活動該辦在地點A B or Cgt 賣場大樓該建於何處gt 該錄取何人
gt 道路規劃路線該選擇A B or Cgt 醫療精密儀器該選擇何廠牌
gt 隧道工程該採用何種工法 (TBM爆破 法潛盾工法hellip)
gt hellip
33
Fishbone Diagram
Microsoft Visio Drawing
34
Gantt Chart for Software Launch Project
35
Sample Tracking Gantt Chart
36
Sample Activity-on-Arrow (AOA) Network Diagram for Project X
37
Task Dependency Types
38
Critical Path Method (CPM)
gt CPM is a network diagramming technique used to predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
39
Determining the Critical Path for Project X
40
Program Evaluation and Review Technique (PERT)
gt PERT is a network analysis technique used to estimate project duration when there is a high degree of uncertainty about the individual activity duration estimates
gt PERT uses probabilistic time estimatesbull Duration estimates based on using optimistic most likely
and pessimistic estimates of activity durations or a three- point estimate
41
PERT Formula and Examplegt PERT weighted average =
optimistic time + 4X most likely time + pessimistic time6
gt ExamplePERT weighted average =8 workdays + 4 X 10 workdays + 24 workdays = 12 days
6where optimistic time= 8 daysmost likely time = 10 dayspessimistic time = 24 days
Therefore yoursquod use 12 days on the network diagram instead of 10 when using PERT for the above example
42
Management Information Systems in PM
gt MS Officebull Wordbull Excelbull Visiobull Project 2003bull FrontPagebull PowerPointbull Access
gt Primaveragt ASP
bull Application tailored for clientrsquos needs
gt Open Source Softwaregt hellip
43
44
九大知識領域
gt Project Integration Management
gt Core Knowledge [main focus in this two lectures]bull Project Scope Managementbull Project Time Managementbull Project Cost Managementbull Project Quality Management
gt Facilitating Knowledge [introduction only]bull Project Human Resource managementbull Project Communication Managementbull Project Risk Managementbull Project Procurement Management
45
Project Integration Management Processes
gt Develop the project charter Work with stakeholders to create the document that formally authorizes a projectmdashthe charter
gt Develop the preliminary project scope statement Work with stakeholders especially users of the projectrsquos products services or results to develop the high-level scope requirements and create a preliminary project scope statement
gt Develop the project management plan Coordinate all planning efforts to create a consistent coherent documentmdashthe project management plan
Adobe Acrobat 70 Document
46
Project Integration Management Processes (contrsquod)
gt Direct and manage project execution Carry out the project management plan by performing the activities included in it
gt Monitor and control the project work Oversee project work to meet the performance objectives of the project
gt Perform integrated change control Coordinate changes that affect the projectrsquos deliverables and organizational process assets
gt Close the project Finalize all project activities to formally close the project
47
48
專案選擇與決策分析模式- Financial Analysis of Projects
gt Financial considerations are often an important aspect of the project selection process
gt Three primary methods for determining the projected financial value of projectsbull Net present value (NPV) analysis
bull Payback analysis
Microsoft Excel 工作表
Microsoft Excel 工作表
49
Return on investment (ROI)
Multiplyby thediscountfactor eachyear then subtract costs from cumulativebenefits toget NPV
ROI = (total discounted benefits - total discounted costs) discounted costs
50
Weighted Scoring Modelgt A weighted scoring model is a tool that
provides a systematic process for selecting projects based on many criteria
gt Steps in identifying a weighted scoring model1 Identify criteria important to the project selection
process2 Assign weights (percentages) to each criterion so they
add up to 100 percent3 Assign scores to each criterion for each project4 Multiply the scores by the weights to get the total
weighted scores
gt The higher the weighted score the better
51
Sample Weighted Scoring Model for Project Selection
52
What is Project Scope Management
gt Scope refers to all the work involved in creating the products of the project and the processes used to create them
gt A deliverable (交付標的) is a product produced as part of a project such as hardware or software planning documents or meeting minutes
gt Project scope management includes the processes involved in defining and controlling what is or is not included in a project
53
Project Scope Management Processes
gt Scope planning Key inputs include the project charter preliminary scope statement and project management plan
gt Scope definition Reviewing the project charter and preliminary scope statement and adding more information as requirements are developed and change requests are approved
gt Creating the WBS Subdividing the major project deliverables into smaller more manageable components
gt Scope verification Formalizing acceptance of the project scope Scope creep
gt Scope control Controlling changes to project scope
54
Sample Intranet WBS Organized by Product
55
Sample Intranet WBS Organized by Phase
56
Intranet WBS in Tabular Form10 Concept
11 Evaluate current systems12 Define requirements
121 Define user requirements122 Define content requirements123 Define system requirements124 Define server owner requirements
13 Define specific functionality14 Define risks and risk management approach15 Develop project plan16 Brief Web development team
20 Web Site Design30 Web Site Development40 Roll Out50 Support
57
Intranet WBS and Gantt Chart in Project 2000
58
Intranet Gantt Chart Organized by Project Management Process Groups
59
Resulting WBS in Chart Form
60
Scope Management Demo
Microsoft Project Document
How to input scope based on WBS
How to number activities
Output to VISIO
61
Project Time Management Processes
gt Activity definition Identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables
gt Activity sequencing Identifying and documenting the relationships between project activities
gt Activity resource estimating Estimating how many resources a project team should use to perform project activities
gt Activity duration estimating Estimating the number of work periods that are needed to complete individual activities
gt Schedule development Analyzing activity sequences activity resource estimates and activity duration estimates to create the project schedule
gt Schedule control Controlling and managing changes to the project schedule
62
Activity Sequencing
gt Involves reviewing activities and determining dependencies
gt A dependency or relationship relates to the sequencing of project activities or tasks
gt You must determine dependencies in order to use critical path analysis
63
Network Diagrams
gt Network diagrams are the preferred technique for showing activity sequencing
gt A network diagram is a schematic display of the logical relationships among or sequencing of project activities
gt Two main formats are the arrow and precedence diagramming methods
64
Sample PDM (Precedence Diagramming Method)
Network Diagram
65
Gantt Chartsgt Gantt charts provide a standard format for
displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format
gt Symbols includebull Black diamonds Milestones
bull Thick black bars Summary tasks
bull Lighter horizontal bars Durations of tasks
bull Arrows Dependencies between tasks
66
Gantt Chart for Software Launch Project
67
Adding Milestones to Gantt Charts
gt Many people like to focus on meeting milestones especially for large projects
gt Milestones emphasize important events or accomplishments in projects
gt You typically create milestone by entering tasks that have a zero duration or you can mark any task as a milestone
68
Sample Tracking Gantt Chart
69
Critical Path Method (CPM)gt CPM is a network diagramming technique used to
predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
70
Estimate Activity Duration
AIB
AOA
Source Successful PM
71
Case Study Development of a Web-based IS
Requested to complete in 50 days
Source Successful PM
72
Forward Path ES amp EF
Source Successful PM
73
Backward Path LS amp LF
Source Successful PM
74
Summary Table
TF = LF ndash EF
= LS - ES
Critical path can be determined by the least TF
This project schedule should be shortened by 9 days to meet the ownerrsquos need
75
Critical Path
Source Successful PM
76
Using the Critical Path to Shorten a Project Schedule
gt Three main techniques for shortening schedules
bull Shortening the duration of critical activities or tasks by adding more resources or changing their scope
bull Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost
bull Fast tracking activities by doing them in parallel or overlapping them
77
Words of Caution on Using Project Management Softwaregt Many people misuse project management
software because they donrsquot understand important concepts and have not had training
gt You must enter dependencies to have dates adjust automatically and to determine the critical path
gt You must enter actual schedule information to compare planned and actual progress
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
22
PM Processes (PDCA)
Source PMBOK 2004
Plan ndash Do ndash Check ndash Action Cycle
23
Five Project Management Processesgt Initiating Processes (起始過程)gt Planning Processes (計畫過程)gt Executing Processes (執行過程)gt Controlling Processes (控制過程)gt Closing Processes (結案過程)
24
Nine Project Management Knowledge Areasgt Knowledge areas describe the key competencies
that project managers must developbull Four core knowledge areas lead to specific project objectives (scope
time cost and quality)bull Four facilitating knowledge areas are the means through which the
project objectives are achieved (human resources communication risk and procurement management)
bull One knowledge area (project integration management) affects and is affected by all of the other knowledge areas
bull All knowledge areas are important
25
Project Management Framework
26
Relationships Among Process Groups and Knowledge Areas
PMBOKreg Guide 2004 p 69
27
Relationships Among Process Groups and Knowledge Areas (contrsquod)
28
專案管理引用之技術
29
Decision Tree 決策樹
gt Decision Tree a graphical model of the natural sequence of both decision and state variables and their possible valuesbull Sequence maymay not matterbull All possible conditions should be included in model
30
GoNo-Go Decision (Chou)
31
Cost Prediction (Birnie 1991)
Microsoft Excel 工作表
Example
32
其它的決策實例
gt 該買預售屋或是成屋gt 活動該辦在地點A B or Cgt 賣場大樓該建於何處gt 該錄取何人
gt 道路規劃路線該選擇A B or Cgt 醫療精密儀器該選擇何廠牌
gt 隧道工程該採用何種工法 (TBM爆破 法潛盾工法hellip)
gt hellip
33
Fishbone Diagram
Microsoft Visio Drawing
34
Gantt Chart for Software Launch Project
35
Sample Tracking Gantt Chart
36
Sample Activity-on-Arrow (AOA) Network Diagram for Project X
37
Task Dependency Types
38
Critical Path Method (CPM)
gt CPM is a network diagramming technique used to predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
39
Determining the Critical Path for Project X
40
Program Evaluation and Review Technique (PERT)
gt PERT is a network analysis technique used to estimate project duration when there is a high degree of uncertainty about the individual activity duration estimates
gt PERT uses probabilistic time estimatesbull Duration estimates based on using optimistic most likely
and pessimistic estimates of activity durations or a three- point estimate
41
PERT Formula and Examplegt PERT weighted average =
optimistic time + 4X most likely time + pessimistic time6
gt ExamplePERT weighted average =8 workdays + 4 X 10 workdays + 24 workdays = 12 days
6where optimistic time= 8 daysmost likely time = 10 dayspessimistic time = 24 days
Therefore yoursquod use 12 days on the network diagram instead of 10 when using PERT for the above example
42
Management Information Systems in PM
gt MS Officebull Wordbull Excelbull Visiobull Project 2003bull FrontPagebull PowerPointbull Access
gt Primaveragt ASP
bull Application tailored for clientrsquos needs
gt Open Source Softwaregt hellip
43
44
九大知識領域
gt Project Integration Management
gt Core Knowledge [main focus in this two lectures]bull Project Scope Managementbull Project Time Managementbull Project Cost Managementbull Project Quality Management
gt Facilitating Knowledge [introduction only]bull Project Human Resource managementbull Project Communication Managementbull Project Risk Managementbull Project Procurement Management
45
Project Integration Management Processes
gt Develop the project charter Work with stakeholders to create the document that formally authorizes a projectmdashthe charter
gt Develop the preliminary project scope statement Work with stakeholders especially users of the projectrsquos products services or results to develop the high-level scope requirements and create a preliminary project scope statement
gt Develop the project management plan Coordinate all planning efforts to create a consistent coherent documentmdashthe project management plan
Adobe Acrobat 70 Document
46
Project Integration Management Processes (contrsquod)
gt Direct and manage project execution Carry out the project management plan by performing the activities included in it
gt Monitor and control the project work Oversee project work to meet the performance objectives of the project
gt Perform integrated change control Coordinate changes that affect the projectrsquos deliverables and organizational process assets
gt Close the project Finalize all project activities to formally close the project
47
48
專案選擇與決策分析模式- Financial Analysis of Projects
gt Financial considerations are often an important aspect of the project selection process
gt Three primary methods for determining the projected financial value of projectsbull Net present value (NPV) analysis
bull Payback analysis
Microsoft Excel 工作表
Microsoft Excel 工作表
49
Return on investment (ROI)
Multiplyby thediscountfactor eachyear then subtract costs from cumulativebenefits toget NPV
ROI = (total discounted benefits - total discounted costs) discounted costs
50
Weighted Scoring Modelgt A weighted scoring model is a tool that
provides a systematic process for selecting projects based on many criteria
gt Steps in identifying a weighted scoring model1 Identify criteria important to the project selection
process2 Assign weights (percentages) to each criterion so they
add up to 100 percent3 Assign scores to each criterion for each project4 Multiply the scores by the weights to get the total
weighted scores
gt The higher the weighted score the better
51
Sample Weighted Scoring Model for Project Selection
52
What is Project Scope Management
gt Scope refers to all the work involved in creating the products of the project and the processes used to create them
gt A deliverable (交付標的) is a product produced as part of a project such as hardware or software planning documents or meeting minutes
gt Project scope management includes the processes involved in defining and controlling what is or is not included in a project
53
Project Scope Management Processes
gt Scope planning Key inputs include the project charter preliminary scope statement and project management plan
gt Scope definition Reviewing the project charter and preliminary scope statement and adding more information as requirements are developed and change requests are approved
gt Creating the WBS Subdividing the major project deliverables into smaller more manageable components
gt Scope verification Formalizing acceptance of the project scope Scope creep
gt Scope control Controlling changes to project scope
54
Sample Intranet WBS Organized by Product
55
Sample Intranet WBS Organized by Phase
56
Intranet WBS in Tabular Form10 Concept
11 Evaluate current systems12 Define requirements
121 Define user requirements122 Define content requirements123 Define system requirements124 Define server owner requirements
13 Define specific functionality14 Define risks and risk management approach15 Develop project plan16 Brief Web development team
20 Web Site Design30 Web Site Development40 Roll Out50 Support
57
Intranet WBS and Gantt Chart in Project 2000
58
Intranet Gantt Chart Organized by Project Management Process Groups
59
Resulting WBS in Chart Form
60
Scope Management Demo
Microsoft Project Document
How to input scope based on WBS
How to number activities
Output to VISIO
61
Project Time Management Processes
gt Activity definition Identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables
gt Activity sequencing Identifying and documenting the relationships between project activities
gt Activity resource estimating Estimating how many resources a project team should use to perform project activities
gt Activity duration estimating Estimating the number of work periods that are needed to complete individual activities
gt Schedule development Analyzing activity sequences activity resource estimates and activity duration estimates to create the project schedule
gt Schedule control Controlling and managing changes to the project schedule
62
Activity Sequencing
gt Involves reviewing activities and determining dependencies
gt A dependency or relationship relates to the sequencing of project activities or tasks
gt You must determine dependencies in order to use critical path analysis
63
Network Diagrams
gt Network diagrams are the preferred technique for showing activity sequencing
gt A network diagram is a schematic display of the logical relationships among or sequencing of project activities
gt Two main formats are the arrow and precedence diagramming methods
64
Sample PDM (Precedence Diagramming Method)
Network Diagram
65
Gantt Chartsgt Gantt charts provide a standard format for
displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format
gt Symbols includebull Black diamonds Milestones
bull Thick black bars Summary tasks
bull Lighter horizontal bars Durations of tasks
bull Arrows Dependencies between tasks
66
Gantt Chart for Software Launch Project
67
Adding Milestones to Gantt Charts
gt Many people like to focus on meeting milestones especially for large projects
gt Milestones emphasize important events or accomplishments in projects
gt You typically create milestone by entering tasks that have a zero duration or you can mark any task as a milestone
68
Sample Tracking Gantt Chart
69
Critical Path Method (CPM)gt CPM is a network diagramming technique used to
predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
70
Estimate Activity Duration
AIB
AOA
Source Successful PM
71
Case Study Development of a Web-based IS
Requested to complete in 50 days
Source Successful PM
72
Forward Path ES amp EF
Source Successful PM
73
Backward Path LS amp LF
Source Successful PM
74
Summary Table
TF = LF ndash EF
= LS - ES
Critical path can be determined by the least TF
This project schedule should be shortened by 9 days to meet the ownerrsquos need
75
Critical Path
Source Successful PM
76
Using the Critical Path to Shorten a Project Schedule
gt Three main techniques for shortening schedules
bull Shortening the duration of critical activities or tasks by adding more resources or changing their scope
bull Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost
bull Fast tracking activities by doing them in parallel or overlapping them
77
Words of Caution on Using Project Management Softwaregt Many people misuse project management
software because they donrsquot understand important concepts and have not had training
gt You must enter dependencies to have dates adjust automatically and to determine the critical path
gt You must enter actual schedule information to compare planned and actual progress
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
23
Five Project Management Processesgt Initiating Processes (起始過程)gt Planning Processes (計畫過程)gt Executing Processes (執行過程)gt Controlling Processes (控制過程)gt Closing Processes (結案過程)
24
Nine Project Management Knowledge Areasgt Knowledge areas describe the key competencies
that project managers must developbull Four core knowledge areas lead to specific project objectives (scope
time cost and quality)bull Four facilitating knowledge areas are the means through which the
project objectives are achieved (human resources communication risk and procurement management)
bull One knowledge area (project integration management) affects and is affected by all of the other knowledge areas
bull All knowledge areas are important
25
Project Management Framework
26
Relationships Among Process Groups and Knowledge Areas
PMBOKreg Guide 2004 p 69
27
Relationships Among Process Groups and Knowledge Areas (contrsquod)
28
專案管理引用之技術
29
Decision Tree 決策樹
gt Decision Tree a graphical model of the natural sequence of both decision and state variables and their possible valuesbull Sequence maymay not matterbull All possible conditions should be included in model
30
GoNo-Go Decision (Chou)
31
Cost Prediction (Birnie 1991)
Microsoft Excel 工作表
Example
32
其它的決策實例
gt 該買預售屋或是成屋gt 活動該辦在地點A B or Cgt 賣場大樓該建於何處gt 該錄取何人
gt 道路規劃路線該選擇A B or Cgt 醫療精密儀器該選擇何廠牌
gt 隧道工程該採用何種工法 (TBM爆破 法潛盾工法hellip)
gt hellip
33
Fishbone Diagram
Microsoft Visio Drawing
34
Gantt Chart for Software Launch Project
35
Sample Tracking Gantt Chart
36
Sample Activity-on-Arrow (AOA) Network Diagram for Project X
37
Task Dependency Types
38
Critical Path Method (CPM)
gt CPM is a network diagramming technique used to predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
39
Determining the Critical Path for Project X
40
Program Evaluation and Review Technique (PERT)
gt PERT is a network analysis technique used to estimate project duration when there is a high degree of uncertainty about the individual activity duration estimates
gt PERT uses probabilistic time estimatesbull Duration estimates based on using optimistic most likely
and pessimistic estimates of activity durations or a three- point estimate
41
PERT Formula and Examplegt PERT weighted average =
optimistic time + 4X most likely time + pessimistic time6
gt ExamplePERT weighted average =8 workdays + 4 X 10 workdays + 24 workdays = 12 days
6where optimistic time= 8 daysmost likely time = 10 dayspessimistic time = 24 days
Therefore yoursquod use 12 days on the network diagram instead of 10 when using PERT for the above example
42
Management Information Systems in PM
gt MS Officebull Wordbull Excelbull Visiobull Project 2003bull FrontPagebull PowerPointbull Access
gt Primaveragt ASP
bull Application tailored for clientrsquos needs
gt Open Source Softwaregt hellip
43
44
九大知識領域
gt Project Integration Management
gt Core Knowledge [main focus in this two lectures]bull Project Scope Managementbull Project Time Managementbull Project Cost Managementbull Project Quality Management
gt Facilitating Knowledge [introduction only]bull Project Human Resource managementbull Project Communication Managementbull Project Risk Managementbull Project Procurement Management
45
Project Integration Management Processes
gt Develop the project charter Work with stakeholders to create the document that formally authorizes a projectmdashthe charter
gt Develop the preliminary project scope statement Work with stakeholders especially users of the projectrsquos products services or results to develop the high-level scope requirements and create a preliminary project scope statement
gt Develop the project management plan Coordinate all planning efforts to create a consistent coherent documentmdashthe project management plan
Adobe Acrobat 70 Document
46
Project Integration Management Processes (contrsquod)
gt Direct and manage project execution Carry out the project management plan by performing the activities included in it
gt Monitor and control the project work Oversee project work to meet the performance objectives of the project
gt Perform integrated change control Coordinate changes that affect the projectrsquos deliverables and organizational process assets
gt Close the project Finalize all project activities to formally close the project
47
48
專案選擇與決策分析模式- Financial Analysis of Projects
gt Financial considerations are often an important aspect of the project selection process
gt Three primary methods for determining the projected financial value of projectsbull Net present value (NPV) analysis
bull Payback analysis
Microsoft Excel 工作表
Microsoft Excel 工作表
49
Return on investment (ROI)
Multiplyby thediscountfactor eachyear then subtract costs from cumulativebenefits toget NPV
ROI = (total discounted benefits - total discounted costs) discounted costs
50
Weighted Scoring Modelgt A weighted scoring model is a tool that
provides a systematic process for selecting projects based on many criteria
gt Steps in identifying a weighted scoring model1 Identify criteria important to the project selection
process2 Assign weights (percentages) to each criterion so they
add up to 100 percent3 Assign scores to each criterion for each project4 Multiply the scores by the weights to get the total
weighted scores
gt The higher the weighted score the better
51
Sample Weighted Scoring Model for Project Selection
52
What is Project Scope Management
gt Scope refers to all the work involved in creating the products of the project and the processes used to create them
gt A deliverable (交付標的) is a product produced as part of a project such as hardware or software planning documents or meeting minutes
gt Project scope management includes the processes involved in defining and controlling what is or is not included in a project
53
Project Scope Management Processes
gt Scope planning Key inputs include the project charter preliminary scope statement and project management plan
gt Scope definition Reviewing the project charter and preliminary scope statement and adding more information as requirements are developed and change requests are approved
gt Creating the WBS Subdividing the major project deliverables into smaller more manageable components
gt Scope verification Formalizing acceptance of the project scope Scope creep
gt Scope control Controlling changes to project scope
54
Sample Intranet WBS Organized by Product
55
Sample Intranet WBS Organized by Phase
56
Intranet WBS in Tabular Form10 Concept
11 Evaluate current systems12 Define requirements
121 Define user requirements122 Define content requirements123 Define system requirements124 Define server owner requirements
13 Define specific functionality14 Define risks and risk management approach15 Develop project plan16 Brief Web development team
20 Web Site Design30 Web Site Development40 Roll Out50 Support
57
Intranet WBS and Gantt Chart in Project 2000
58
Intranet Gantt Chart Organized by Project Management Process Groups
59
Resulting WBS in Chart Form
60
Scope Management Demo
Microsoft Project Document
How to input scope based on WBS
How to number activities
Output to VISIO
61
Project Time Management Processes
gt Activity definition Identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables
gt Activity sequencing Identifying and documenting the relationships between project activities
gt Activity resource estimating Estimating how many resources a project team should use to perform project activities
gt Activity duration estimating Estimating the number of work periods that are needed to complete individual activities
gt Schedule development Analyzing activity sequences activity resource estimates and activity duration estimates to create the project schedule
gt Schedule control Controlling and managing changes to the project schedule
62
Activity Sequencing
gt Involves reviewing activities and determining dependencies
gt A dependency or relationship relates to the sequencing of project activities or tasks
gt You must determine dependencies in order to use critical path analysis
63
Network Diagrams
gt Network diagrams are the preferred technique for showing activity sequencing
gt A network diagram is a schematic display of the logical relationships among or sequencing of project activities
gt Two main formats are the arrow and precedence diagramming methods
64
Sample PDM (Precedence Diagramming Method)
Network Diagram
65
Gantt Chartsgt Gantt charts provide a standard format for
displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format
gt Symbols includebull Black diamonds Milestones
bull Thick black bars Summary tasks
bull Lighter horizontal bars Durations of tasks
bull Arrows Dependencies between tasks
66
Gantt Chart for Software Launch Project
67
Adding Milestones to Gantt Charts
gt Many people like to focus on meeting milestones especially for large projects
gt Milestones emphasize important events or accomplishments in projects
gt You typically create milestone by entering tasks that have a zero duration or you can mark any task as a milestone
68
Sample Tracking Gantt Chart
69
Critical Path Method (CPM)gt CPM is a network diagramming technique used to
predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
70
Estimate Activity Duration
AIB
AOA
Source Successful PM
71
Case Study Development of a Web-based IS
Requested to complete in 50 days
Source Successful PM
72
Forward Path ES amp EF
Source Successful PM
73
Backward Path LS amp LF
Source Successful PM
74
Summary Table
TF = LF ndash EF
= LS - ES
Critical path can be determined by the least TF
This project schedule should be shortened by 9 days to meet the ownerrsquos need
75
Critical Path
Source Successful PM
76
Using the Critical Path to Shorten a Project Schedule
gt Three main techniques for shortening schedules
bull Shortening the duration of critical activities or tasks by adding more resources or changing their scope
bull Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost
bull Fast tracking activities by doing them in parallel or overlapping them
77
Words of Caution on Using Project Management Softwaregt Many people misuse project management
software because they donrsquot understand important concepts and have not had training
gt You must enter dependencies to have dates adjust automatically and to determine the critical path
gt You must enter actual schedule information to compare planned and actual progress
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
24
Nine Project Management Knowledge Areasgt Knowledge areas describe the key competencies
that project managers must developbull Four core knowledge areas lead to specific project objectives (scope
time cost and quality)bull Four facilitating knowledge areas are the means through which the
project objectives are achieved (human resources communication risk and procurement management)
bull One knowledge area (project integration management) affects and is affected by all of the other knowledge areas
bull All knowledge areas are important
25
Project Management Framework
26
Relationships Among Process Groups and Knowledge Areas
PMBOKreg Guide 2004 p 69
27
Relationships Among Process Groups and Knowledge Areas (contrsquod)
28
專案管理引用之技術
29
Decision Tree 決策樹
gt Decision Tree a graphical model of the natural sequence of both decision and state variables and their possible valuesbull Sequence maymay not matterbull All possible conditions should be included in model
30
GoNo-Go Decision (Chou)
31
Cost Prediction (Birnie 1991)
Microsoft Excel 工作表
Example
32
其它的決策實例
gt 該買預售屋或是成屋gt 活動該辦在地點A B or Cgt 賣場大樓該建於何處gt 該錄取何人
gt 道路規劃路線該選擇A B or Cgt 醫療精密儀器該選擇何廠牌
gt 隧道工程該採用何種工法 (TBM爆破 法潛盾工法hellip)
gt hellip
33
Fishbone Diagram
Microsoft Visio Drawing
34
Gantt Chart for Software Launch Project
35
Sample Tracking Gantt Chart
36
Sample Activity-on-Arrow (AOA) Network Diagram for Project X
37
Task Dependency Types
38
Critical Path Method (CPM)
gt CPM is a network diagramming technique used to predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
39
Determining the Critical Path for Project X
40
Program Evaluation and Review Technique (PERT)
gt PERT is a network analysis technique used to estimate project duration when there is a high degree of uncertainty about the individual activity duration estimates
gt PERT uses probabilistic time estimatesbull Duration estimates based on using optimistic most likely
and pessimistic estimates of activity durations or a three- point estimate
41
PERT Formula and Examplegt PERT weighted average =
optimistic time + 4X most likely time + pessimistic time6
gt ExamplePERT weighted average =8 workdays + 4 X 10 workdays + 24 workdays = 12 days
6where optimistic time= 8 daysmost likely time = 10 dayspessimistic time = 24 days
Therefore yoursquod use 12 days on the network diagram instead of 10 when using PERT for the above example
42
Management Information Systems in PM
gt MS Officebull Wordbull Excelbull Visiobull Project 2003bull FrontPagebull PowerPointbull Access
gt Primaveragt ASP
bull Application tailored for clientrsquos needs
gt Open Source Softwaregt hellip
43
44
九大知識領域
gt Project Integration Management
gt Core Knowledge [main focus in this two lectures]bull Project Scope Managementbull Project Time Managementbull Project Cost Managementbull Project Quality Management
gt Facilitating Knowledge [introduction only]bull Project Human Resource managementbull Project Communication Managementbull Project Risk Managementbull Project Procurement Management
45
Project Integration Management Processes
gt Develop the project charter Work with stakeholders to create the document that formally authorizes a projectmdashthe charter
gt Develop the preliminary project scope statement Work with stakeholders especially users of the projectrsquos products services or results to develop the high-level scope requirements and create a preliminary project scope statement
gt Develop the project management plan Coordinate all planning efforts to create a consistent coherent documentmdashthe project management plan
Adobe Acrobat 70 Document
46
Project Integration Management Processes (contrsquod)
gt Direct and manage project execution Carry out the project management plan by performing the activities included in it
gt Monitor and control the project work Oversee project work to meet the performance objectives of the project
gt Perform integrated change control Coordinate changes that affect the projectrsquos deliverables and organizational process assets
gt Close the project Finalize all project activities to formally close the project
47
48
專案選擇與決策分析模式- Financial Analysis of Projects
gt Financial considerations are often an important aspect of the project selection process
gt Three primary methods for determining the projected financial value of projectsbull Net present value (NPV) analysis
bull Payback analysis
Microsoft Excel 工作表
Microsoft Excel 工作表
49
Return on investment (ROI)
Multiplyby thediscountfactor eachyear then subtract costs from cumulativebenefits toget NPV
ROI = (total discounted benefits - total discounted costs) discounted costs
50
Weighted Scoring Modelgt A weighted scoring model is a tool that
provides a systematic process for selecting projects based on many criteria
gt Steps in identifying a weighted scoring model1 Identify criteria important to the project selection
process2 Assign weights (percentages) to each criterion so they
add up to 100 percent3 Assign scores to each criterion for each project4 Multiply the scores by the weights to get the total
weighted scores
gt The higher the weighted score the better
51
Sample Weighted Scoring Model for Project Selection
52
What is Project Scope Management
gt Scope refers to all the work involved in creating the products of the project and the processes used to create them
gt A deliverable (交付標的) is a product produced as part of a project such as hardware or software planning documents or meeting minutes
gt Project scope management includes the processes involved in defining and controlling what is or is not included in a project
53
Project Scope Management Processes
gt Scope planning Key inputs include the project charter preliminary scope statement and project management plan
gt Scope definition Reviewing the project charter and preliminary scope statement and adding more information as requirements are developed and change requests are approved
gt Creating the WBS Subdividing the major project deliverables into smaller more manageable components
gt Scope verification Formalizing acceptance of the project scope Scope creep
gt Scope control Controlling changes to project scope
54
Sample Intranet WBS Organized by Product
55
Sample Intranet WBS Organized by Phase
56
Intranet WBS in Tabular Form10 Concept
11 Evaluate current systems12 Define requirements
121 Define user requirements122 Define content requirements123 Define system requirements124 Define server owner requirements
13 Define specific functionality14 Define risks and risk management approach15 Develop project plan16 Brief Web development team
20 Web Site Design30 Web Site Development40 Roll Out50 Support
57
Intranet WBS and Gantt Chart in Project 2000
58
Intranet Gantt Chart Organized by Project Management Process Groups
59
Resulting WBS in Chart Form
60
Scope Management Demo
Microsoft Project Document
How to input scope based on WBS
How to number activities
Output to VISIO
61
Project Time Management Processes
gt Activity definition Identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables
gt Activity sequencing Identifying and documenting the relationships between project activities
gt Activity resource estimating Estimating how many resources a project team should use to perform project activities
gt Activity duration estimating Estimating the number of work periods that are needed to complete individual activities
gt Schedule development Analyzing activity sequences activity resource estimates and activity duration estimates to create the project schedule
gt Schedule control Controlling and managing changes to the project schedule
62
Activity Sequencing
gt Involves reviewing activities and determining dependencies
gt A dependency or relationship relates to the sequencing of project activities or tasks
gt You must determine dependencies in order to use critical path analysis
63
Network Diagrams
gt Network diagrams are the preferred technique for showing activity sequencing
gt A network diagram is a schematic display of the logical relationships among or sequencing of project activities
gt Two main formats are the arrow and precedence diagramming methods
64
Sample PDM (Precedence Diagramming Method)
Network Diagram
65
Gantt Chartsgt Gantt charts provide a standard format for
displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format
gt Symbols includebull Black diamonds Milestones
bull Thick black bars Summary tasks
bull Lighter horizontal bars Durations of tasks
bull Arrows Dependencies between tasks
66
Gantt Chart for Software Launch Project
67
Adding Milestones to Gantt Charts
gt Many people like to focus on meeting milestones especially for large projects
gt Milestones emphasize important events or accomplishments in projects
gt You typically create milestone by entering tasks that have a zero duration or you can mark any task as a milestone
68
Sample Tracking Gantt Chart
69
Critical Path Method (CPM)gt CPM is a network diagramming technique used to
predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
70
Estimate Activity Duration
AIB
AOA
Source Successful PM
71
Case Study Development of a Web-based IS
Requested to complete in 50 days
Source Successful PM
72
Forward Path ES amp EF
Source Successful PM
73
Backward Path LS amp LF
Source Successful PM
74
Summary Table
TF = LF ndash EF
= LS - ES
Critical path can be determined by the least TF
This project schedule should be shortened by 9 days to meet the ownerrsquos need
75
Critical Path
Source Successful PM
76
Using the Critical Path to Shorten a Project Schedule
gt Three main techniques for shortening schedules
bull Shortening the duration of critical activities or tasks by adding more resources or changing their scope
bull Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost
bull Fast tracking activities by doing them in parallel or overlapping them
77
Words of Caution on Using Project Management Softwaregt Many people misuse project management
software because they donrsquot understand important concepts and have not had training
gt You must enter dependencies to have dates adjust automatically and to determine the critical path
gt You must enter actual schedule information to compare planned and actual progress
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
25
Project Management Framework
26
Relationships Among Process Groups and Knowledge Areas
PMBOKreg Guide 2004 p 69
27
Relationships Among Process Groups and Knowledge Areas (contrsquod)
28
專案管理引用之技術
29
Decision Tree 決策樹
gt Decision Tree a graphical model of the natural sequence of both decision and state variables and their possible valuesbull Sequence maymay not matterbull All possible conditions should be included in model
30
GoNo-Go Decision (Chou)
31
Cost Prediction (Birnie 1991)
Microsoft Excel 工作表
Example
32
其它的決策實例
gt 該買預售屋或是成屋gt 活動該辦在地點A B or Cgt 賣場大樓該建於何處gt 該錄取何人
gt 道路規劃路線該選擇A B or Cgt 醫療精密儀器該選擇何廠牌
gt 隧道工程該採用何種工法 (TBM爆破 法潛盾工法hellip)
gt hellip
33
Fishbone Diagram
Microsoft Visio Drawing
34
Gantt Chart for Software Launch Project
35
Sample Tracking Gantt Chart
36
Sample Activity-on-Arrow (AOA) Network Diagram for Project X
37
Task Dependency Types
38
Critical Path Method (CPM)
gt CPM is a network diagramming technique used to predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
39
Determining the Critical Path for Project X
40
Program Evaluation and Review Technique (PERT)
gt PERT is a network analysis technique used to estimate project duration when there is a high degree of uncertainty about the individual activity duration estimates
gt PERT uses probabilistic time estimatesbull Duration estimates based on using optimistic most likely
and pessimistic estimates of activity durations or a three- point estimate
41
PERT Formula and Examplegt PERT weighted average =
optimistic time + 4X most likely time + pessimistic time6
gt ExamplePERT weighted average =8 workdays + 4 X 10 workdays + 24 workdays = 12 days
6where optimistic time= 8 daysmost likely time = 10 dayspessimistic time = 24 days
Therefore yoursquod use 12 days on the network diagram instead of 10 when using PERT for the above example
42
Management Information Systems in PM
gt MS Officebull Wordbull Excelbull Visiobull Project 2003bull FrontPagebull PowerPointbull Access
gt Primaveragt ASP
bull Application tailored for clientrsquos needs
gt Open Source Softwaregt hellip
43
44
九大知識領域
gt Project Integration Management
gt Core Knowledge [main focus in this two lectures]bull Project Scope Managementbull Project Time Managementbull Project Cost Managementbull Project Quality Management
gt Facilitating Knowledge [introduction only]bull Project Human Resource managementbull Project Communication Managementbull Project Risk Managementbull Project Procurement Management
45
Project Integration Management Processes
gt Develop the project charter Work with stakeholders to create the document that formally authorizes a projectmdashthe charter
gt Develop the preliminary project scope statement Work with stakeholders especially users of the projectrsquos products services or results to develop the high-level scope requirements and create a preliminary project scope statement
gt Develop the project management plan Coordinate all planning efforts to create a consistent coherent documentmdashthe project management plan
Adobe Acrobat 70 Document
46
Project Integration Management Processes (contrsquod)
gt Direct and manage project execution Carry out the project management plan by performing the activities included in it
gt Monitor and control the project work Oversee project work to meet the performance objectives of the project
gt Perform integrated change control Coordinate changes that affect the projectrsquos deliverables and organizational process assets
gt Close the project Finalize all project activities to formally close the project
47
48
專案選擇與決策分析模式- Financial Analysis of Projects
gt Financial considerations are often an important aspect of the project selection process
gt Three primary methods for determining the projected financial value of projectsbull Net present value (NPV) analysis
bull Payback analysis
Microsoft Excel 工作表
Microsoft Excel 工作表
49
Return on investment (ROI)
Multiplyby thediscountfactor eachyear then subtract costs from cumulativebenefits toget NPV
ROI = (total discounted benefits - total discounted costs) discounted costs
50
Weighted Scoring Modelgt A weighted scoring model is a tool that
provides a systematic process for selecting projects based on many criteria
gt Steps in identifying a weighted scoring model1 Identify criteria important to the project selection
process2 Assign weights (percentages) to each criterion so they
add up to 100 percent3 Assign scores to each criterion for each project4 Multiply the scores by the weights to get the total
weighted scores
gt The higher the weighted score the better
51
Sample Weighted Scoring Model for Project Selection
52
What is Project Scope Management
gt Scope refers to all the work involved in creating the products of the project and the processes used to create them
gt A deliverable (交付標的) is a product produced as part of a project such as hardware or software planning documents or meeting minutes
gt Project scope management includes the processes involved in defining and controlling what is or is not included in a project
53
Project Scope Management Processes
gt Scope planning Key inputs include the project charter preliminary scope statement and project management plan
gt Scope definition Reviewing the project charter and preliminary scope statement and adding more information as requirements are developed and change requests are approved
gt Creating the WBS Subdividing the major project deliverables into smaller more manageable components
gt Scope verification Formalizing acceptance of the project scope Scope creep
gt Scope control Controlling changes to project scope
54
Sample Intranet WBS Organized by Product
55
Sample Intranet WBS Organized by Phase
56
Intranet WBS in Tabular Form10 Concept
11 Evaluate current systems12 Define requirements
121 Define user requirements122 Define content requirements123 Define system requirements124 Define server owner requirements
13 Define specific functionality14 Define risks and risk management approach15 Develop project plan16 Brief Web development team
20 Web Site Design30 Web Site Development40 Roll Out50 Support
57
Intranet WBS and Gantt Chart in Project 2000
58
Intranet Gantt Chart Organized by Project Management Process Groups
59
Resulting WBS in Chart Form
60
Scope Management Demo
Microsoft Project Document
How to input scope based on WBS
How to number activities
Output to VISIO
61
Project Time Management Processes
gt Activity definition Identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables
gt Activity sequencing Identifying and documenting the relationships between project activities
gt Activity resource estimating Estimating how many resources a project team should use to perform project activities
gt Activity duration estimating Estimating the number of work periods that are needed to complete individual activities
gt Schedule development Analyzing activity sequences activity resource estimates and activity duration estimates to create the project schedule
gt Schedule control Controlling and managing changes to the project schedule
62
Activity Sequencing
gt Involves reviewing activities and determining dependencies
gt A dependency or relationship relates to the sequencing of project activities or tasks
gt You must determine dependencies in order to use critical path analysis
63
Network Diagrams
gt Network diagrams are the preferred technique for showing activity sequencing
gt A network diagram is a schematic display of the logical relationships among or sequencing of project activities
gt Two main formats are the arrow and precedence diagramming methods
64
Sample PDM (Precedence Diagramming Method)
Network Diagram
65
Gantt Chartsgt Gantt charts provide a standard format for
displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format
gt Symbols includebull Black diamonds Milestones
bull Thick black bars Summary tasks
bull Lighter horizontal bars Durations of tasks
bull Arrows Dependencies between tasks
66
Gantt Chart for Software Launch Project
67
Adding Milestones to Gantt Charts
gt Many people like to focus on meeting milestones especially for large projects
gt Milestones emphasize important events or accomplishments in projects
gt You typically create milestone by entering tasks that have a zero duration or you can mark any task as a milestone
68
Sample Tracking Gantt Chart
69
Critical Path Method (CPM)gt CPM is a network diagramming technique used to
predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
70
Estimate Activity Duration
AIB
AOA
Source Successful PM
71
Case Study Development of a Web-based IS
Requested to complete in 50 days
Source Successful PM
72
Forward Path ES amp EF
Source Successful PM
73
Backward Path LS amp LF
Source Successful PM
74
Summary Table
TF = LF ndash EF
= LS - ES
Critical path can be determined by the least TF
This project schedule should be shortened by 9 days to meet the ownerrsquos need
75
Critical Path
Source Successful PM
76
Using the Critical Path to Shorten a Project Schedule
gt Three main techniques for shortening schedules
bull Shortening the duration of critical activities or tasks by adding more resources or changing their scope
bull Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost
bull Fast tracking activities by doing them in parallel or overlapping them
77
Words of Caution on Using Project Management Softwaregt Many people misuse project management
software because they donrsquot understand important concepts and have not had training
gt You must enter dependencies to have dates adjust automatically and to determine the critical path
gt You must enter actual schedule information to compare planned and actual progress
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
26
Relationships Among Process Groups and Knowledge Areas
PMBOKreg Guide 2004 p 69
27
Relationships Among Process Groups and Knowledge Areas (contrsquod)
28
專案管理引用之技術
29
Decision Tree 決策樹
gt Decision Tree a graphical model of the natural sequence of both decision and state variables and their possible valuesbull Sequence maymay not matterbull All possible conditions should be included in model
30
GoNo-Go Decision (Chou)
31
Cost Prediction (Birnie 1991)
Microsoft Excel 工作表
Example
32
其它的決策實例
gt 該買預售屋或是成屋gt 活動該辦在地點A B or Cgt 賣場大樓該建於何處gt 該錄取何人
gt 道路規劃路線該選擇A B or Cgt 醫療精密儀器該選擇何廠牌
gt 隧道工程該採用何種工法 (TBM爆破 法潛盾工法hellip)
gt hellip
33
Fishbone Diagram
Microsoft Visio Drawing
34
Gantt Chart for Software Launch Project
35
Sample Tracking Gantt Chart
36
Sample Activity-on-Arrow (AOA) Network Diagram for Project X
37
Task Dependency Types
38
Critical Path Method (CPM)
gt CPM is a network diagramming technique used to predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
39
Determining the Critical Path for Project X
40
Program Evaluation and Review Technique (PERT)
gt PERT is a network analysis technique used to estimate project duration when there is a high degree of uncertainty about the individual activity duration estimates
gt PERT uses probabilistic time estimatesbull Duration estimates based on using optimistic most likely
and pessimistic estimates of activity durations or a three- point estimate
41
PERT Formula and Examplegt PERT weighted average =
optimistic time + 4X most likely time + pessimistic time6
gt ExamplePERT weighted average =8 workdays + 4 X 10 workdays + 24 workdays = 12 days
6where optimistic time= 8 daysmost likely time = 10 dayspessimistic time = 24 days
Therefore yoursquod use 12 days on the network diagram instead of 10 when using PERT for the above example
42
Management Information Systems in PM
gt MS Officebull Wordbull Excelbull Visiobull Project 2003bull FrontPagebull PowerPointbull Access
gt Primaveragt ASP
bull Application tailored for clientrsquos needs
gt Open Source Softwaregt hellip
43
44
九大知識領域
gt Project Integration Management
gt Core Knowledge [main focus in this two lectures]bull Project Scope Managementbull Project Time Managementbull Project Cost Managementbull Project Quality Management
gt Facilitating Knowledge [introduction only]bull Project Human Resource managementbull Project Communication Managementbull Project Risk Managementbull Project Procurement Management
45
Project Integration Management Processes
gt Develop the project charter Work with stakeholders to create the document that formally authorizes a projectmdashthe charter
gt Develop the preliminary project scope statement Work with stakeholders especially users of the projectrsquos products services or results to develop the high-level scope requirements and create a preliminary project scope statement
gt Develop the project management plan Coordinate all planning efforts to create a consistent coherent documentmdashthe project management plan
Adobe Acrobat 70 Document
46
Project Integration Management Processes (contrsquod)
gt Direct and manage project execution Carry out the project management plan by performing the activities included in it
gt Monitor and control the project work Oversee project work to meet the performance objectives of the project
gt Perform integrated change control Coordinate changes that affect the projectrsquos deliverables and organizational process assets
gt Close the project Finalize all project activities to formally close the project
47
48
專案選擇與決策分析模式- Financial Analysis of Projects
gt Financial considerations are often an important aspect of the project selection process
gt Three primary methods for determining the projected financial value of projectsbull Net present value (NPV) analysis
bull Payback analysis
Microsoft Excel 工作表
Microsoft Excel 工作表
49
Return on investment (ROI)
Multiplyby thediscountfactor eachyear then subtract costs from cumulativebenefits toget NPV
ROI = (total discounted benefits - total discounted costs) discounted costs
50
Weighted Scoring Modelgt A weighted scoring model is a tool that
provides a systematic process for selecting projects based on many criteria
gt Steps in identifying a weighted scoring model1 Identify criteria important to the project selection
process2 Assign weights (percentages) to each criterion so they
add up to 100 percent3 Assign scores to each criterion for each project4 Multiply the scores by the weights to get the total
weighted scores
gt The higher the weighted score the better
51
Sample Weighted Scoring Model for Project Selection
52
What is Project Scope Management
gt Scope refers to all the work involved in creating the products of the project and the processes used to create them
gt A deliverable (交付標的) is a product produced as part of a project such as hardware or software planning documents or meeting minutes
gt Project scope management includes the processes involved in defining and controlling what is or is not included in a project
53
Project Scope Management Processes
gt Scope planning Key inputs include the project charter preliminary scope statement and project management plan
gt Scope definition Reviewing the project charter and preliminary scope statement and adding more information as requirements are developed and change requests are approved
gt Creating the WBS Subdividing the major project deliverables into smaller more manageable components
gt Scope verification Formalizing acceptance of the project scope Scope creep
gt Scope control Controlling changes to project scope
54
Sample Intranet WBS Organized by Product
55
Sample Intranet WBS Organized by Phase
56
Intranet WBS in Tabular Form10 Concept
11 Evaluate current systems12 Define requirements
121 Define user requirements122 Define content requirements123 Define system requirements124 Define server owner requirements
13 Define specific functionality14 Define risks and risk management approach15 Develop project plan16 Brief Web development team
20 Web Site Design30 Web Site Development40 Roll Out50 Support
57
Intranet WBS and Gantt Chart in Project 2000
58
Intranet Gantt Chart Organized by Project Management Process Groups
59
Resulting WBS in Chart Form
60
Scope Management Demo
Microsoft Project Document
How to input scope based on WBS
How to number activities
Output to VISIO
61
Project Time Management Processes
gt Activity definition Identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables
gt Activity sequencing Identifying and documenting the relationships between project activities
gt Activity resource estimating Estimating how many resources a project team should use to perform project activities
gt Activity duration estimating Estimating the number of work periods that are needed to complete individual activities
gt Schedule development Analyzing activity sequences activity resource estimates and activity duration estimates to create the project schedule
gt Schedule control Controlling and managing changes to the project schedule
62
Activity Sequencing
gt Involves reviewing activities and determining dependencies
gt A dependency or relationship relates to the sequencing of project activities or tasks
gt You must determine dependencies in order to use critical path analysis
63
Network Diagrams
gt Network diagrams are the preferred technique for showing activity sequencing
gt A network diagram is a schematic display of the logical relationships among or sequencing of project activities
gt Two main formats are the arrow and precedence diagramming methods
64
Sample PDM (Precedence Diagramming Method)
Network Diagram
65
Gantt Chartsgt Gantt charts provide a standard format for
displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format
gt Symbols includebull Black diamonds Milestones
bull Thick black bars Summary tasks
bull Lighter horizontal bars Durations of tasks
bull Arrows Dependencies between tasks
66
Gantt Chart for Software Launch Project
67
Adding Milestones to Gantt Charts
gt Many people like to focus on meeting milestones especially for large projects
gt Milestones emphasize important events or accomplishments in projects
gt You typically create milestone by entering tasks that have a zero duration or you can mark any task as a milestone
68
Sample Tracking Gantt Chart
69
Critical Path Method (CPM)gt CPM is a network diagramming technique used to
predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
70
Estimate Activity Duration
AIB
AOA
Source Successful PM
71
Case Study Development of a Web-based IS
Requested to complete in 50 days
Source Successful PM
72
Forward Path ES amp EF
Source Successful PM
73
Backward Path LS amp LF
Source Successful PM
74
Summary Table
TF = LF ndash EF
= LS - ES
Critical path can be determined by the least TF
This project schedule should be shortened by 9 days to meet the ownerrsquos need
75
Critical Path
Source Successful PM
76
Using the Critical Path to Shorten a Project Schedule
gt Three main techniques for shortening schedules
bull Shortening the duration of critical activities or tasks by adding more resources or changing their scope
bull Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost
bull Fast tracking activities by doing them in parallel or overlapping them
77
Words of Caution on Using Project Management Softwaregt Many people misuse project management
software because they donrsquot understand important concepts and have not had training
gt You must enter dependencies to have dates adjust automatically and to determine the critical path
gt You must enter actual schedule information to compare planned and actual progress
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
27
Relationships Among Process Groups and Knowledge Areas (contrsquod)
28
專案管理引用之技術
29
Decision Tree 決策樹
gt Decision Tree a graphical model of the natural sequence of both decision and state variables and their possible valuesbull Sequence maymay not matterbull All possible conditions should be included in model
30
GoNo-Go Decision (Chou)
31
Cost Prediction (Birnie 1991)
Microsoft Excel 工作表
Example
32
其它的決策實例
gt 該買預售屋或是成屋gt 活動該辦在地點A B or Cgt 賣場大樓該建於何處gt 該錄取何人
gt 道路規劃路線該選擇A B or Cgt 醫療精密儀器該選擇何廠牌
gt 隧道工程該採用何種工法 (TBM爆破 法潛盾工法hellip)
gt hellip
33
Fishbone Diagram
Microsoft Visio Drawing
34
Gantt Chart for Software Launch Project
35
Sample Tracking Gantt Chart
36
Sample Activity-on-Arrow (AOA) Network Diagram for Project X
37
Task Dependency Types
38
Critical Path Method (CPM)
gt CPM is a network diagramming technique used to predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
39
Determining the Critical Path for Project X
40
Program Evaluation and Review Technique (PERT)
gt PERT is a network analysis technique used to estimate project duration when there is a high degree of uncertainty about the individual activity duration estimates
gt PERT uses probabilistic time estimatesbull Duration estimates based on using optimistic most likely
and pessimistic estimates of activity durations or a three- point estimate
41
PERT Formula and Examplegt PERT weighted average =
optimistic time + 4X most likely time + pessimistic time6
gt ExamplePERT weighted average =8 workdays + 4 X 10 workdays + 24 workdays = 12 days
6where optimistic time= 8 daysmost likely time = 10 dayspessimistic time = 24 days
Therefore yoursquod use 12 days on the network diagram instead of 10 when using PERT for the above example
42
Management Information Systems in PM
gt MS Officebull Wordbull Excelbull Visiobull Project 2003bull FrontPagebull PowerPointbull Access
gt Primaveragt ASP
bull Application tailored for clientrsquos needs
gt Open Source Softwaregt hellip
43
44
九大知識領域
gt Project Integration Management
gt Core Knowledge [main focus in this two lectures]bull Project Scope Managementbull Project Time Managementbull Project Cost Managementbull Project Quality Management
gt Facilitating Knowledge [introduction only]bull Project Human Resource managementbull Project Communication Managementbull Project Risk Managementbull Project Procurement Management
45
Project Integration Management Processes
gt Develop the project charter Work with stakeholders to create the document that formally authorizes a projectmdashthe charter
gt Develop the preliminary project scope statement Work with stakeholders especially users of the projectrsquos products services or results to develop the high-level scope requirements and create a preliminary project scope statement
gt Develop the project management plan Coordinate all planning efforts to create a consistent coherent documentmdashthe project management plan
Adobe Acrobat 70 Document
46
Project Integration Management Processes (contrsquod)
gt Direct and manage project execution Carry out the project management plan by performing the activities included in it
gt Monitor and control the project work Oversee project work to meet the performance objectives of the project
gt Perform integrated change control Coordinate changes that affect the projectrsquos deliverables and organizational process assets
gt Close the project Finalize all project activities to formally close the project
47
48
專案選擇與決策分析模式- Financial Analysis of Projects
gt Financial considerations are often an important aspect of the project selection process
gt Three primary methods for determining the projected financial value of projectsbull Net present value (NPV) analysis
bull Payback analysis
Microsoft Excel 工作表
Microsoft Excel 工作表
49
Return on investment (ROI)
Multiplyby thediscountfactor eachyear then subtract costs from cumulativebenefits toget NPV
ROI = (total discounted benefits - total discounted costs) discounted costs
50
Weighted Scoring Modelgt A weighted scoring model is a tool that
provides a systematic process for selecting projects based on many criteria
gt Steps in identifying a weighted scoring model1 Identify criteria important to the project selection
process2 Assign weights (percentages) to each criterion so they
add up to 100 percent3 Assign scores to each criterion for each project4 Multiply the scores by the weights to get the total
weighted scores
gt The higher the weighted score the better
51
Sample Weighted Scoring Model for Project Selection
52
What is Project Scope Management
gt Scope refers to all the work involved in creating the products of the project and the processes used to create them
gt A deliverable (交付標的) is a product produced as part of a project such as hardware or software planning documents or meeting minutes
gt Project scope management includes the processes involved in defining and controlling what is or is not included in a project
53
Project Scope Management Processes
gt Scope planning Key inputs include the project charter preliminary scope statement and project management plan
gt Scope definition Reviewing the project charter and preliminary scope statement and adding more information as requirements are developed and change requests are approved
gt Creating the WBS Subdividing the major project deliverables into smaller more manageable components
gt Scope verification Formalizing acceptance of the project scope Scope creep
gt Scope control Controlling changes to project scope
54
Sample Intranet WBS Organized by Product
55
Sample Intranet WBS Organized by Phase
56
Intranet WBS in Tabular Form10 Concept
11 Evaluate current systems12 Define requirements
121 Define user requirements122 Define content requirements123 Define system requirements124 Define server owner requirements
13 Define specific functionality14 Define risks and risk management approach15 Develop project plan16 Brief Web development team
20 Web Site Design30 Web Site Development40 Roll Out50 Support
57
Intranet WBS and Gantt Chart in Project 2000
58
Intranet Gantt Chart Organized by Project Management Process Groups
59
Resulting WBS in Chart Form
60
Scope Management Demo
Microsoft Project Document
How to input scope based on WBS
How to number activities
Output to VISIO
61
Project Time Management Processes
gt Activity definition Identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables
gt Activity sequencing Identifying and documenting the relationships between project activities
gt Activity resource estimating Estimating how many resources a project team should use to perform project activities
gt Activity duration estimating Estimating the number of work periods that are needed to complete individual activities
gt Schedule development Analyzing activity sequences activity resource estimates and activity duration estimates to create the project schedule
gt Schedule control Controlling and managing changes to the project schedule
62
Activity Sequencing
gt Involves reviewing activities and determining dependencies
gt A dependency or relationship relates to the sequencing of project activities or tasks
gt You must determine dependencies in order to use critical path analysis
63
Network Diagrams
gt Network diagrams are the preferred technique for showing activity sequencing
gt A network diagram is a schematic display of the logical relationships among or sequencing of project activities
gt Two main formats are the arrow and precedence diagramming methods
64
Sample PDM (Precedence Diagramming Method)
Network Diagram
65
Gantt Chartsgt Gantt charts provide a standard format for
displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format
gt Symbols includebull Black diamonds Milestones
bull Thick black bars Summary tasks
bull Lighter horizontal bars Durations of tasks
bull Arrows Dependencies between tasks
66
Gantt Chart for Software Launch Project
67
Adding Milestones to Gantt Charts
gt Many people like to focus on meeting milestones especially for large projects
gt Milestones emphasize important events or accomplishments in projects
gt You typically create milestone by entering tasks that have a zero duration or you can mark any task as a milestone
68
Sample Tracking Gantt Chart
69
Critical Path Method (CPM)gt CPM is a network diagramming technique used to
predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
70
Estimate Activity Duration
AIB
AOA
Source Successful PM
71
Case Study Development of a Web-based IS
Requested to complete in 50 days
Source Successful PM
72
Forward Path ES amp EF
Source Successful PM
73
Backward Path LS amp LF
Source Successful PM
74
Summary Table
TF = LF ndash EF
= LS - ES
Critical path can be determined by the least TF
This project schedule should be shortened by 9 days to meet the ownerrsquos need
75
Critical Path
Source Successful PM
76
Using the Critical Path to Shorten a Project Schedule
gt Three main techniques for shortening schedules
bull Shortening the duration of critical activities or tasks by adding more resources or changing their scope
bull Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost
bull Fast tracking activities by doing them in parallel or overlapping them
77
Words of Caution on Using Project Management Softwaregt Many people misuse project management
software because they donrsquot understand important concepts and have not had training
gt You must enter dependencies to have dates adjust automatically and to determine the critical path
gt You must enter actual schedule information to compare planned and actual progress
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
28
專案管理引用之技術
29
Decision Tree 決策樹
gt Decision Tree a graphical model of the natural sequence of both decision and state variables and their possible valuesbull Sequence maymay not matterbull All possible conditions should be included in model
30
GoNo-Go Decision (Chou)
31
Cost Prediction (Birnie 1991)
Microsoft Excel 工作表
Example
32
其它的決策實例
gt 該買預售屋或是成屋gt 活動該辦在地點A B or Cgt 賣場大樓該建於何處gt 該錄取何人
gt 道路規劃路線該選擇A B or Cgt 醫療精密儀器該選擇何廠牌
gt 隧道工程該採用何種工法 (TBM爆破 法潛盾工法hellip)
gt hellip
33
Fishbone Diagram
Microsoft Visio Drawing
34
Gantt Chart for Software Launch Project
35
Sample Tracking Gantt Chart
36
Sample Activity-on-Arrow (AOA) Network Diagram for Project X
37
Task Dependency Types
38
Critical Path Method (CPM)
gt CPM is a network diagramming technique used to predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
39
Determining the Critical Path for Project X
40
Program Evaluation and Review Technique (PERT)
gt PERT is a network analysis technique used to estimate project duration when there is a high degree of uncertainty about the individual activity duration estimates
gt PERT uses probabilistic time estimatesbull Duration estimates based on using optimistic most likely
and pessimistic estimates of activity durations or a three- point estimate
41
PERT Formula and Examplegt PERT weighted average =
optimistic time + 4X most likely time + pessimistic time6
gt ExamplePERT weighted average =8 workdays + 4 X 10 workdays + 24 workdays = 12 days
6where optimistic time= 8 daysmost likely time = 10 dayspessimistic time = 24 days
Therefore yoursquod use 12 days on the network diagram instead of 10 when using PERT for the above example
42
Management Information Systems in PM
gt MS Officebull Wordbull Excelbull Visiobull Project 2003bull FrontPagebull PowerPointbull Access
gt Primaveragt ASP
bull Application tailored for clientrsquos needs
gt Open Source Softwaregt hellip
43
44
九大知識領域
gt Project Integration Management
gt Core Knowledge [main focus in this two lectures]bull Project Scope Managementbull Project Time Managementbull Project Cost Managementbull Project Quality Management
gt Facilitating Knowledge [introduction only]bull Project Human Resource managementbull Project Communication Managementbull Project Risk Managementbull Project Procurement Management
45
Project Integration Management Processes
gt Develop the project charter Work with stakeholders to create the document that formally authorizes a projectmdashthe charter
gt Develop the preliminary project scope statement Work with stakeholders especially users of the projectrsquos products services or results to develop the high-level scope requirements and create a preliminary project scope statement
gt Develop the project management plan Coordinate all planning efforts to create a consistent coherent documentmdashthe project management plan
Adobe Acrobat 70 Document
46
Project Integration Management Processes (contrsquod)
gt Direct and manage project execution Carry out the project management plan by performing the activities included in it
gt Monitor and control the project work Oversee project work to meet the performance objectives of the project
gt Perform integrated change control Coordinate changes that affect the projectrsquos deliverables and organizational process assets
gt Close the project Finalize all project activities to formally close the project
47
48
專案選擇與決策分析模式- Financial Analysis of Projects
gt Financial considerations are often an important aspect of the project selection process
gt Three primary methods for determining the projected financial value of projectsbull Net present value (NPV) analysis
bull Payback analysis
Microsoft Excel 工作表
Microsoft Excel 工作表
49
Return on investment (ROI)
Multiplyby thediscountfactor eachyear then subtract costs from cumulativebenefits toget NPV
ROI = (total discounted benefits - total discounted costs) discounted costs
50
Weighted Scoring Modelgt A weighted scoring model is a tool that
provides a systematic process for selecting projects based on many criteria
gt Steps in identifying a weighted scoring model1 Identify criteria important to the project selection
process2 Assign weights (percentages) to each criterion so they
add up to 100 percent3 Assign scores to each criterion for each project4 Multiply the scores by the weights to get the total
weighted scores
gt The higher the weighted score the better
51
Sample Weighted Scoring Model for Project Selection
52
What is Project Scope Management
gt Scope refers to all the work involved in creating the products of the project and the processes used to create them
gt A deliverable (交付標的) is a product produced as part of a project such as hardware or software planning documents or meeting minutes
gt Project scope management includes the processes involved in defining and controlling what is or is not included in a project
53
Project Scope Management Processes
gt Scope planning Key inputs include the project charter preliminary scope statement and project management plan
gt Scope definition Reviewing the project charter and preliminary scope statement and adding more information as requirements are developed and change requests are approved
gt Creating the WBS Subdividing the major project deliverables into smaller more manageable components
gt Scope verification Formalizing acceptance of the project scope Scope creep
gt Scope control Controlling changes to project scope
54
Sample Intranet WBS Organized by Product
55
Sample Intranet WBS Organized by Phase
56
Intranet WBS in Tabular Form10 Concept
11 Evaluate current systems12 Define requirements
121 Define user requirements122 Define content requirements123 Define system requirements124 Define server owner requirements
13 Define specific functionality14 Define risks and risk management approach15 Develop project plan16 Brief Web development team
20 Web Site Design30 Web Site Development40 Roll Out50 Support
57
Intranet WBS and Gantt Chart in Project 2000
58
Intranet Gantt Chart Organized by Project Management Process Groups
59
Resulting WBS in Chart Form
60
Scope Management Demo
Microsoft Project Document
How to input scope based on WBS
How to number activities
Output to VISIO
61
Project Time Management Processes
gt Activity definition Identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables
gt Activity sequencing Identifying and documenting the relationships between project activities
gt Activity resource estimating Estimating how many resources a project team should use to perform project activities
gt Activity duration estimating Estimating the number of work periods that are needed to complete individual activities
gt Schedule development Analyzing activity sequences activity resource estimates and activity duration estimates to create the project schedule
gt Schedule control Controlling and managing changes to the project schedule
62
Activity Sequencing
gt Involves reviewing activities and determining dependencies
gt A dependency or relationship relates to the sequencing of project activities or tasks
gt You must determine dependencies in order to use critical path analysis
63
Network Diagrams
gt Network diagrams are the preferred technique for showing activity sequencing
gt A network diagram is a schematic display of the logical relationships among or sequencing of project activities
gt Two main formats are the arrow and precedence diagramming methods
64
Sample PDM (Precedence Diagramming Method)
Network Diagram
65
Gantt Chartsgt Gantt charts provide a standard format for
displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format
gt Symbols includebull Black diamonds Milestones
bull Thick black bars Summary tasks
bull Lighter horizontal bars Durations of tasks
bull Arrows Dependencies between tasks
66
Gantt Chart for Software Launch Project
67
Adding Milestones to Gantt Charts
gt Many people like to focus on meeting milestones especially for large projects
gt Milestones emphasize important events or accomplishments in projects
gt You typically create milestone by entering tasks that have a zero duration or you can mark any task as a milestone
68
Sample Tracking Gantt Chart
69
Critical Path Method (CPM)gt CPM is a network diagramming technique used to
predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
70
Estimate Activity Duration
AIB
AOA
Source Successful PM
71
Case Study Development of a Web-based IS
Requested to complete in 50 days
Source Successful PM
72
Forward Path ES amp EF
Source Successful PM
73
Backward Path LS amp LF
Source Successful PM
74
Summary Table
TF = LF ndash EF
= LS - ES
Critical path can be determined by the least TF
This project schedule should be shortened by 9 days to meet the ownerrsquos need
75
Critical Path
Source Successful PM
76
Using the Critical Path to Shorten a Project Schedule
gt Three main techniques for shortening schedules
bull Shortening the duration of critical activities or tasks by adding more resources or changing their scope
bull Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost
bull Fast tracking activities by doing them in parallel or overlapping them
77
Words of Caution on Using Project Management Softwaregt Many people misuse project management
software because they donrsquot understand important concepts and have not had training
gt You must enter dependencies to have dates adjust automatically and to determine the critical path
gt You must enter actual schedule information to compare planned and actual progress
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
29
Decision Tree 決策樹
gt Decision Tree a graphical model of the natural sequence of both decision and state variables and their possible valuesbull Sequence maymay not matterbull All possible conditions should be included in model
30
GoNo-Go Decision (Chou)
31
Cost Prediction (Birnie 1991)
Microsoft Excel 工作表
Example
32
其它的決策實例
gt 該買預售屋或是成屋gt 活動該辦在地點A B or Cgt 賣場大樓該建於何處gt 該錄取何人
gt 道路規劃路線該選擇A B or Cgt 醫療精密儀器該選擇何廠牌
gt 隧道工程該採用何種工法 (TBM爆破 法潛盾工法hellip)
gt hellip
33
Fishbone Diagram
Microsoft Visio Drawing
34
Gantt Chart for Software Launch Project
35
Sample Tracking Gantt Chart
36
Sample Activity-on-Arrow (AOA) Network Diagram for Project X
37
Task Dependency Types
38
Critical Path Method (CPM)
gt CPM is a network diagramming technique used to predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
39
Determining the Critical Path for Project X
40
Program Evaluation and Review Technique (PERT)
gt PERT is a network analysis technique used to estimate project duration when there is a high degree of uncertainty about the individual activity duration estimates
gt PERT uses probabilistic time estimatesbull Duration estimates based on using optimistic most likely
and pessimistic estimates of activity durations or a three- point estimate
41
PERT Formula and Examplegt PERT weighted average =
optimistic time + 4X most likely time + pessimistic time6
gt ExamplePERT weighted average =8 workdays + 4 X 10 workdays + 24 workdays = 12 days
6where optimistic time= 8 daysmost likely time = 10 dayspessimistic time = 24 days
Therefore yoursquod use 12 days on the network diagram instead of 10 when using PERT for the above example
42
Management Information Systems in PM
gt MS Officebull Wordbull Excelbull Visiobull Project 2003bull FrontPagebull PowerPointbull Access
gt Primaveragt ASP
bull Application tailored for clientrsquos needs
gt Open Source Softwaregt hellip
43
44
九大知識領域
gt Project Integration Management
gt Core Knowledge [main focus in this two lectures]bull Project Scope Managementbull Project Time Managementbull Project Cost Managementbull Project Quality Management
gt Facilitating Knowledge [introduction only]bull Project Human Resource managementbull Project Communication Managementbull Project Risk Managementbull Project Procurement Management
45
Project Integration Management Processes
gt Develop the project charter Work with stakeholders to create the document that formally authorizes a projectmdashthe charter
gt Develop the preliminary project scope statement Work with stakeholders especially users of the projectrsquos products services or results to develop the high-level scope requirements and create a preliminary project scope statement
gt Develop the project management plan Coordinate all planning efforts to create a consistent coherent documentmdashthe project management plan
Adobe Acrobat 70 Document
46
Project Integration Management Processes (contrsquod)
gt Direct and manage project execution Carry out the project management plan by performing the activities included in it
gt Monitor and control the project work Oversee project work to meet the performance objectives of the project
gt Perform integrated change control Coordinate changes that affect the projectrsquos deliverables and organizational process assets
gt Close the project Finalize all project activities to formally close the project
47
48
專案選擇與決策分析模式- Financial Analysis of Projects
gt Financial considerations are often an important aspect of the project selection process
gt Three primary methods for determining the projected financial value of projectsbull Net present value (NPV) analysis
bull Payback analysis
Microsoft Excel 工作表
Microsoft Excel 工作表
49
Return on investment (ROI)
Multiplyby thediscountfactor eachyear then subtract costs from cumulativebenefits toget NPV
ROI = (total discounted benefits - total discounted costs) discounted costs
50
Weighted Scoring Modelgt A weighted scoring model is a tool that
provides a systematic process for selecting projects based on many criteria
gt Steps in identifying a weighted scoring model1 Identify criteria important to the project selection
process2 Assign weights (percentages) to each criterion so they
add up to 100 percent3 Assign scores to each criterion for each project4 Multiply the scores by the weights to get the total
weighted scores
gt The higher the weighted score the better
51
Sample Weighted Scoring Model for Project Selection
52
What is Project Scope Management
gt Scope refers to all the work involved in creating the products of the project and the processes used to create them
gt A deliverable (交付標的) is a product produced as part of a project such as hardware or software planning documents or meeting minutes
gt Project scope management includes the processes involved in defining and controlling what is or is not included in a project
53
Project Scope Management Processes
gt Scope planning Key inputs include the project charter preliminary scope statement and project management plan
gt Scope definition Reviewing the project charter and preliminary scope statement and adding more information as requirements are developed and change requests are approved
gt Creating the WBS Subdividing the major project deliverables into smaller more manageable components
gt Scope verification Formalizing acceptance of the project scope Scope creep
gt Scope control Controlling changes to project scope
54
Sample Intranet WBS Organized by Product
55
Sample Intranet WBS Organized by Phase
56
Intranet WBS in Tabular Form10 Concept
11 Evaluate current systems12 Define requirements
121 Define user requirements122 Define content requirements123 Define system requirements124 Define server owner requirements
13 Define specific functionality14 Define risks and risk management approach15 Develop project plan16 Brief Web development team
20 Web Site Design30 Web Site Development40 Roll Out50 Support
57
Intranet WBS and Gantt Chart in Project 2000
58
Intranet Gantt Chart Organized by Project Management Process Groups
59
Resulting WBS in Chart Form
60
Scope Management Demo
Microsoft Project Document
How to input scope based on WBS
How to number activities
Output to VISIO
61
Project Time Management Processes
gt Activity definition Identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables
gt Activity sequencing Identifying and documenting the relationships between project activities
gt Activity resource estimating Estimating how many resources a project team should use to perform project activities
gt Activity duration estimating Estimating the number of work periods that are needed to complete individual activities
gt Schedule development Analyzing activity sequences activity resource estimates and activity duration estimates to create the project schedule
gt Schedule control Controlling and managing changes to the project schedule
62
Activity Sequencing
gt Involves reviewing activities and determining dependencies
gt A dependency or relationship relates to the sequencing of project activities or tasks
gt You must determine dependencies in order to use critical path analysis
63
Network Diagrams
gt Network diagrams are the preferred technique for showing activity sequencing
gt A network diagram is a schematic display of the logical relationships among or sequencing of project activities
gt Two main formats are the arrow and precedence diagramming methods
64
Sample PDM (Precedence Diagramming Method)
Network Diagram
65
Gantt Chartsgt Gantt charts provide a standard format for
displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format
gt Symbols includebull Black diamonds Milestones
bull Thick black bars Summary tasks
bull Lighter horizontal bars Durations of tasks
bull Arrows Dependencies between tasks
66
Gantt Chart for Software Launch Project
67
Adding Milestones to Gantt Charts
gt Many people like to focus on meeting milestones especially for large projects
gt Milestones emphasize important events or accomplishments in projects
gt You typically create milestone by entering tasks that have a zero duration or you can mark any task as a milestone
68
Sample Tracking Gantt Chart
69
Critical Path Method (CPM)gt CPM is a network diagramming technique used to
predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
70
Estimate Activity Duration
AIB
AOA
Source Successful PM
71
Case Study Development of a Web-based IS
Requested to complete in 50 days
Source Successful PM
72
Forward Path ES amp EF
Source Successful PM
73
Backward Path LS amp LF
Source Successful PM
74
Summary Table
TF = LF ndash EF
= LS - ES
Critical path can be determined by the least TF
This project schedule should be shortened by 9 days to meet the ownerrsquos need
75
Critical Path
Source Successful PM
76
Using the Critical Path to Shorten a Project Schedule
gt Three main techniques for shortening schedules
bull Shortening the duration of critical activities or tasks by adding more resources or changing their scope
bull Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost
bull Fast tracking activities by doing them in parallel or overlapping them
77
Words of Caution on Using Project Management Softwaregt Many people misuse project management
software because they donrsquot understand important concepts and have not had training
gt You must enter dependencies to have dates adjust automatically and to determine the critical path
gt You must enter actual schedule information to compare planned and actual progress
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
30
GoNo-Go Decision (Chou)
31
Cost Prediction (Birnie 1991)
Microsoft Excel 工作表
Example
32
其它的決策實例
gt 該買預售屋或是成屋gt 活動該辦在地點A B or Cgt 賣場大樓該建於何處gt 該錄取何人
gt 道路規劃路線該選擇A B or Cgt 醫療精密儀器該選擇何廠牌
gt 隧道工程該採用何種工法 (TBM爆破 法潛盾工法hellip)
gt hellip
33
Fishbone Diagram
Microsoft Visio Drawing
34
Gantt Chart for Software Launch Project
35
Sample Tracking Gantt Chart
36
Sample Activity-on-Arrow (AOA) Network Diagram for Project X
37
Task Dependency Types
38
Critical Path Method (CPM)
gt CPM is a network diagramming technique used to predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
39
Determining the Critical Path for Project X
40
Program Evaluation and Review Technique (PERT)
gt PERT is a network analysis technique used to estimate project duration when there is a high degree of uncertainty about the individual activity duration estimates
gt PERT uses probabilistic time estimatesbull Duration estimates based on using optimistic most likely
and pessimistic estimates of activity durations or a three- point estimate
41
PERT Formula and Examplegt PERT weighted average =
optimistic time + 4X most likely time + pessimistic time6
gt ExamplePERT weighted average =8 workdays + 4 X 10 workdays + 24 workdays = 12 days
6where optimistic time= 8 daysmost likely time = 10 dayspessimistic time = 24 days
Therefore yoursquod use 12 days on the network diagram instead of 10 when using PERT for the above example
42
Management Information Systems in PM
gt MS Officebull Wordbull Excelbull Visiobull Project 2003bull FrontPagebull PowerPointbull Access
gt Primaveragt ASP
bull Application tailored for clientrsquos needs
gt Open Source Softwaregt hellip
43
44
九大知識領域
gt Project Integration Management
gt Core Knowledge [main focus in this two lectures]bull Project Scope Managementbull Project Time Managementbull Project Cost Managementbull Project Quality Management
gt Facilitating Knowledge [introduction only]bull Project Human Resource managementbull Project Communication Managementbull Project Risk Managementbull Project Procurement Management
45
Project Integration Management Processes
gt Develop the project charter Work with stakeholders to create the document that formally authorizes a projectmdashthe charter
gt Develop the preliminary project scope statement Work with stakeholders especially users of the projectrsquos products services or results to develop the high-level scope requirements and create a preliminary project scope statement
gt Develop the project management plan Coordinate all planning efforts to create a consistent coherent documentmdashthe project management plan
Adobe Acrobat 70 Document
46
Project Integration Management Processes (contrsquod)
gt Direct and manage project execution Carry out the project management plan by performing the activities included in it
gt Monitor and control the project work Oversee project work to meet the performance objectives of the project
gt Perform integrated change control Coordinate changes that affect the projectrsquos deliverables and organizational process assets
gt Close the project Finalize all project activities to formally close the project
47
48
專案選擇與決策分析模式- Financial Analysis of Projects
gt Financial considerations are often an important aspect of the project selection process
gt Three primary methods for determining the projected financial value of projectsbull Net present value (NPV) analysis
bull Payback analysis
Microsoft Excel 工作表
Microsoft Excel 工作表
49
Return on investment (ROI)
Multiplyby thediscountfactor eachyear then subtract costs from cumulativebenefits toget NPV
ROI = (total discounted benefits - total discounted costs) discounted costs
50
Weighted Scoring Modelgt A weighted scoring model is a tool that
provides a systematic process for selecting projects based on many criteria
gt Steps in identifying a weighted scoring model1 Identify criteria important to the project selection
process2 Assign weights (percentages) to each criterion so they
add up to 100 percent3 Assign scores to each criterion for each project4 Multiply the scores by the weights to get the total
weighted scores
gt The higher the weighted score the better
51
Sample Weighted Scoring Model for Project Selection
52
What is Project Scope Management
gt Scope refers to all the work involved in creating the products of the project and the processes used to create them
gt A deliverable (交付標的) is a product produced as part of a project such as hardware or software planning documents or meeting minutes
gt Project scope management includes the processes involved in defining and controlling what is or is not included in a project
53
Project Scope Management Processes
gt Scope planning Key inputs include the project charter preliminary scope statement and project management plan
gt Scope definition Reviewing the project charter and preliminary scope statement and adding more information as requirements are developed and change requests are approved
gt Creating the WBS Subdividing the major project deliverables into smaller more manageable components
gt Scope verification Formalizing acceptance of the project scope Scope creep
gt Scope control Controlling changes to project scope
54
Sample Intranet WBS Organized by Product
55
Sample Intranet WBS Organized by Phase
56
Intranet WBS in Tabular Form10 Concept
11 Evaluate current systems12 Define requirements
121 Define user requirements122 Define content requirements123 Define system requirements124 Define server owner requirements
13 Define specific functionality14 Define risks and risk management approach15 Develop project plan16 Brief Web development team
20 Web Site Design30 Web Site Development40 Roll Out50 Support
57
Intranet WBS and Gantt Chart in Project 2000
58
Intranet Gantt Chart Organized by Project Management Process Groups
59
Resulting WBS in Chart Form
60
Scope Management Demo
Microsoft Project Document
How to input scope based on WBS
How to number activities
Output to VISIO
61
Project Time Management Processes
gt Activity definition Identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables
gt Activity sequencing Identifying and documenting the relationships between project activities
gt Activity resource estimating Estimating how many resources a project team should use to perform project activities
gt Activity duration estimating Estimating the number of work periods that are needed to complete individual activities
gt Schedule development Analyzing activity sequences activity resource estimates and activity duration estimates to create the project schedule
gt Schedule control Controlling and managing changes to the project schedule
62
Activity Sequencing
gt Involves reviewing activities and determining dependencies
gt A dependency or relationship relates to the sequencing of project activities or tasks
gt You must determine dependencies in order to use critical path analysis
63
Network Diagrams
gt Network diagrams are the preferred technique for showing activity sequencing
gt A network diagram is a schematic display of the logical relationships among or sequencing of project activities
gt Two main formats are the arrow and precedence diagramming methods
64
Sample PDM (Precedence Diagramming Method)
Network Diagram
65
Gantt Chartsgt Gantt charts provide a standard format for
displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format
gt Symbols includebull Black diamonds Milestones
bull Thick black bars Summary tasks
bull Lighter horizontal bars Durations of tasks
bull Arrows Dependencies between tasks
66
Gantt Chart for Software Launch Project
67
Adding Milestones to Gantt Charts
gt Many people like to focus on meeting milestones especially for large projects
gt Milestones emphasize important events or accomplishments in projects
gt You typically create milestone by entering tasks that have a zero duration or you can mark any task as a milestone
68
Sample Tracking Gantt Chart
69
Critical Path Method (CPM)gt CPM is a network diagramming technique used to
predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
70
Estimate Activity Duration
AIB
AOA
Source Successful PM
71
Case Study Development of a Web-based IS
Requested to complete in 50 days
Source Successful PM
72
Forward Path ES amp EF
Source Successful PM
73
Backward Path LS amp LF
Source Successful PM
74
Summary Table
TF = LF ndash EF
= LS - ES
Critical path can be determined by the least TF
This project schedule should be shortened by 9 days to meet the ownerrsquos need
75
Critical Path
Source Successful PM
76
Using the Critical Path to Shorten a Project Schedule
gt Three main techniques for shortening schedules
bull Shortening the duration of critical activities or tasks by adding more resources or changing their scope
bull Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost
bull Fast tracking activities by doing them in parallel or overlapping them
77
Words of Caution on Using Project Management Softwaregt Many people misuse project management
software because they donrsquot understand important concepts and have not had training
gt You must enter dependencies to have dates adjust automatically and to determine the critical path
gt You must enter actual schedule information to compare planned and actual progress
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
31
Cost Prediction (Birnie 1991)
Microsoft Excel 工作表
Example
32
其它的決策實例
gt 該買預售屋或是成屋gt 活動該辦在地點A B or Cgt 賣場大樓該建於何處gt 該錄取何人
gt 道路規劃路線該選擇A B or Cgt 醫療精密儀器該選擇何廠牌
gt 隧道工程該採用何種工法 (TBM爆破 法潛盾工法hellip)
gt hellip
33
Fishbone Diagram
Microsoft Visio Drawing
34
Gantt Chart for Software Launch Project
35
Sample Tracking Gantt Chart
36
Sample Activity-on-Arrow (AOA) Network Diagram for Project X
37
Task Dependency Types
38
Critical Path Method (CPM)
gt CPM is a network diagramming technique used to predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
39
Determining the Critical Path for Project X
40
Program Evaluation and Review Technique (PERT)
gt PERT is a network analysis technique used to estimate project duration when there is a high degree of uncertainty about the individual activity duration estimates
gt PERT uses probabilistic time estimatesbull Duration estimates based on using optimistic most likely
and pessimistic estimates of activity durations or a three- point estimate
41
PERT Formula and Examplegt PERT weighted average =
optimistic time + 4X most likely time + pessimistic time6
gt ExamplePERT weighted average =8 workdays + 4 X 10 workdays + 24 workdays = 12 days
6where optimistic time= 8 daysmost likely time = 10 dayspessimistic time = 24 days
Therefore yoursquod use 12 days on the network diagram instead of 10 when using PERT for the above example
42
Management Information Systems in PM
gt MS Officebull Wordbull Excelbull Visiobull Project 2003bull FrontPagebull PowerPointbull Access
gt Primaveragt ASP
bull Application tailored for clientrsquos needs
gt Open Source Softwaregt hellip
43
44
九大知識領域
gt Project Integration Management
gt Core Knowledge [main focus in this two lectures]bull Project Scope Managementbull Project Time Managementbull Project Cost Managementbull Project Quality Management
gt Facilitating Knowledge [introduction only]bull Project Human Resource managementbull Project Communication Managementbull Project Risk Managementbull Project Procurement Management
45
Project Integration Management Processes
gt Develop the project charter Work with stakeholders to create the document that formally authorizes a projectmdashthe charter
gt Develop the preliminary project scope statement Work with stakeholders especially users of the projectrsquos products services or results to develop the high-level scope requirements and create a preliminary project scope statement
gt Develop the project management plan Coordinate all planning efforts to create a consistent coherent documentmdashthe project management plan
Adobe Acrobat 70 Document
46
Project Integration Management Processes (contrsquod)
gt Direct and manage project execution Carry out the project management plan by performing the activities included in it
gt Monitor and control the project work Oversee project work to meet the performance objectives of the project
gt Perform integrated change control Coordinate changes that affect the projectrsquos deliverables and organizational process assets
gt Close the project Finalize all project activities to formally close the project
47
48
專案選擇與決策分析模式- Financial Analysis of Projects
gt Financial considerations are often an important aspect of the project selection process
gt Three primary methods for determining the projected financial value of projectsbull Net present value (NPV) analysis
bull Payback analysis
Microsoft Excel 工作表
Microsoft Excel 工作表
49
Return on investment (ROI)
Multiplyby thediscountfactor eachyear then subtract costs from cumulativebenefits toget NPV
ROI = (total discounted benefits - total discounted costs) discounted costs
50
Weighted Scoring Modelgt A weighted scoring model is a tool that
provides a systematic process for selecting projects based on many criteria
gt Steps in identifying a weighted scoring model1 Identify criteria important to the project selection
process2 Assign weights (percentages) to each criterion so they
add up to 100 percent3 Assign scores to each criterion for each project4 Multiply the scores by the weights to get the total
weighted scores
gt The higher the weighted score the better
51
Sample Weighted Scoring Model for Project Selection
52
What is Project Scope Management
gt Scope refers to all the work involved in creating the products of the project and the processes used to create them
gt A deliverable (交付標的) is a product produced as part of a project such as hardware or software planning documents or meeting minutes
gt Project scope management includes the processes involved in defining and controlling what is or is not included in a project
53
Project Scope Management Processes
gt Scope planning Key inputs include the project charter preliminary scope statement and project management plan
gt Scope definition Reviewing the project charter and preliminary scope statement and adding more information as requirements are developed and change requests are approved
gt Creating the WBS Subdividing the major project deliverables into smaller more manageable components
gt Scope verification Formalizing acceptance of the project scope Scope creep
gt Scope control Controlling changes to project scope
54
Sample Intranet WBS Organized by Product
55
Sample Intranet WBS Organized by Phase
56
Intranet WBS in Tabular Form10 Concept
11 Evaluate current systems12 Define requirements
121 Define user requirements122 Define content requirements123 Define system requirements124 Define server owner requirements
13 Define specific functionality14 Define risks and risk management approach15 Develop project plan16 Brief Web development team
20 Web Site Design30 Web Site Development40 Roll Out50 Support
57
Intranet WBS and Gantt Chart in Project 2000
58
Intranet Gantt Chart Organized by Project Management Process Groups
59
Resulting WBS in Chart Form
60
Scope Management Demo
Microsoft Project Document
How to input scope based on WBS
How to number activities
Output to VISIO
61
Project Time Management Processes
gt Activity definition Identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables
gt Activity sequencing Identifying and documenting the relationships between project activities
gt Activity resource estimating Estimating how many resources a project team should use to perform project activities
gt Activity duration estimating Estimating the number of work periods that are needed to complete individual activities
gt Schedule development Analyzing activity sequences activity resource estimates and activity duration estimates to create the project schedule
gt Schedule control Controlling and managing changes to the project schedule
62
Activity Sequencing
gt Involves reviewing activities and determining dependencies
gt A dependency or relationship relates to the sequencing of project activities or tasks
gt You must determine dependencies in order to use critical path analysis
63
Network Diagrams
gt Network diagrams are the preferred technique for showing activity sequencing
gt A network diagram is a schematic display of the logical relationships among or sequencing of project activities
gt Two main formats are the arrow and precedence diagramming methods
64
Sample PDM (Precedence Diagramming Method)
Network Diagram
65
Gantt Chartsgt Gantt charts provide a standard format for
displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format
gt Symbols includebull Black diamonds Milestones
bull Thick black bars Summary tasks
bull Lighter horizontal bars Durations of tasks
bull Arrows Dependencies between tasks
66
Gantt Chart for Software Launch Project
67
Adding Milestones to Gantt Charts
gt Many people like to focus on meeting milestones especially for large projects
gt Milestones emphasize important events or accomplishments in projects
gt You typically create milestone by entering tasks that have a zero duration or you can mark any task as a milestone
68
Sample Tracking Gantt Chart
69
Critical Path Method (CPM)gt CPM is a network diagramming technique used to
predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
70
Estimate Activity Duration
AIB
AOA
Source Successful PM
71
Case Study Development of a Web-based IS
Requested to complete in 50 days
Source Successful PM
72
Forward Path ES amp EF
Source Successful PM
73
Backward Path LS amp LF
Source Successful PM
74
Summary Table
TF = LF ndash EF
= LS - ES
Critical path can be determined by the least TF
This project schedule should be shortened by 9 days to meet the ownerrsquos need
75
Critical Path
Source Successful PM
76
Using the Critical Path to Shorten a Project Schedule
gt Three main techniques for shortening schedules
bull Shortening the duration of critical activities or tasks by adding more resources or changing their scope
bull Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost
bull Fast tracking activities by doing them in parallel or overlapping them
77
Words of Caution on Using Project Management Softwaregt Many people misuse project management
software because they donrsquot understand important concepts and have not had training
gt You must enter dependencies to have dates adjust automatically and to determine the critical path
gt You must enter actual schedule information to compare planned and actual progress
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
32
其它的決策實例
gt 該買預售屋或是成屋gt 活動該辦在地點A B or Cgt 賣場大樓該建於何處gt 該錄取何人
gt 道路規劃路線該選擇A B or Cgt 醫療精密儀器該選擇何廠牌
gt 隧道工程該採用何種工法 (TBM爆破 法潛盾工法hellip)
gt hellip
33
Fishbone Diagram
Microsoft Visio Drawing
34
Gantt Chart for Software Launch Project
35
Sample Tracking Gantt Chart
36
Sample Activity-on-Arrow (AOA) Network Diagram for Project X
37
Task Dependency Types
38
Critical Path Method (CPM)
gt CPM is a network diagramming technique used to predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
39
Determining the Critical Path for Project X
40
Program Evaluation and Review Technique (PERT)
gt PERT is a network analysis technique used to estimate project duration when there is a high degree of uncertainty about the individual activity duration estimates
gt PERT uses probabilistic time estimatesbull Duration estimates based on using optimistic most likely
and pessimistic estimates of activity durations or a three- point estimate
41
PERT Formula and Examplegt PERT weighted average =
optimistic time + 4X most likely time + pessimistic time6
gt ExamplePERT weighted average =8 workdays + 4 X 10 workdays + 24 workdays = 12 days
6where optimistic time= 8 daysmost likely time = 10 dayspessimistic time = 24 days
Therefore yoursquod use 12 days on the network diagram instead of 10 when using PERT for the above example
42
Management Information Systems in PM
gt MS Officebull Wordbull Excelbull Visiobull Project 2003bull FrontPagebull PowerPointbull Access
gt Primaveragt ASP
bull Application tailored for clientrsquos needs
gt Open Source Softwaregt hellip
43
44
九大知識領域
gt Project Integration Management
gt Core Knowledge [main focus in this two lectures]bull Project Scope Managementbull Project Time Managementbull Project Cost Managementbull Project Quality Management
gt Facilitating Knowledge [introduction only]bull Project Human Resource managementbull Project Communication Managementbull Project Risk Managementbull Project Procurement Management
45
Project Integration Management Processes
gt Develop the project charter Work with stakeholders to create the document that formally authorizes a projectmdashthe charter
gt Develop the preliminary project scope statement Work with stakeholders especially users of the projectrsquos products services or results to develop the high-level scope requirements and create a preliminary project scope statement
gt Develop the project management plan Coordinate all planning efforts to create a consistent coherent documentmdashthe project management plan
Adobe Acrobat 70 Document
46
Project Integration Management Processes (contrsquod)
gt Direct and manage project execution Carry out the project management plan by performing the activities included in it
gt Monitor and control the project work Oversee project work to meet the performance objectives of the project
gt Perform integrated change control Coordinate changes that affect the projectrsquos deliverables and organizational process assets
gt Close the project Finalize all project activities to formally close the project
47
48
專案選擇與決策分析模式- Financial Analysis of Projects
gt Financial considerations are often an important aspect of the project selection process
gt Three primary methods for determining the projected financial value of projectsbull Net present value (NPV) analysis
bull Payback analysis
Microsoft Excel 工作表
Microsoft Excel 工作表
49
Return on investment (ROI)
Multiplyby thediscountfactor eachyear then subtract costs from cumulativebenefits toget NPV
ROI = (total discounted benefits - total discounted costs) discounted costs
50
Weighted Scoring Modelgt A weighted scoring model is a tool that
provides a systematic process for selecting projects based on many criteria
gt Steps in identifying a weighted scoring model1 Identify criteria important to the project selection
process2 Assign weights (percentages) to each criterion so they
add up to 100 percent3 Assign scores to each criterion for each project4 Multiply the scores by the weights to get the total
weighted scores
gt The higher the weighted score the better
51
Sample Weighted Scoring Model for Project Selection
52
What is Project Scope Management
gt Scope refers to all the work involved in creating the products of the project and the processes used to create them
gt A deliverable (交付標的) is a product produced as part of a project such as hardware or software planning documents or meeting minutes
gt Project scope management includes the processes involved in defining and controlling what is or is not included in a project
53
Project Scope Management Processes
gt Scope planning Key inputs include the project charter preliminary scope statement and project management plan
gt Scope definition Reviewing the project charter and preliminary scope statement and adding more information as requirements are developed and change requests are approved
gt Creating the WBS Subdividing the major project deliverables into smaller more manageable components
gt Scope verification Formalizing acceptance of the project scope Scope creep
gt Scope control Controlling changes to project scope
54
Sample Intranet WBS Organized by Product
55
Sample Intranet WBS Organized by Phase
56
Intranet WBS in Tabular Form10 Concept
11 Evaluate current systems12 Define requirements
121 Define user requirements122 Define content requirements123 Define system requirements124 Define server owner requirements
13 Define specific functionality14 Define risks and risk management approach15 Develop project plan16 Brief Web development team
20 Web Site Design30 Web Site Development40 Roll Out50 Support
57
Intranet WBS and Gantt Chart in Project 2000
58
Intranet Gantt Chart Organized by Project Management Process Groups
59
Resulting WBS in Chart Form
60
Scope Management Demo
Microsoft Project Document
How to input scope based on WBS
How to number activities
Output to VISIO
61
Project Time Management Processes
gt Activity definition Identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables
gt Activity sequencing Identifying and documenting the relationships between project activities
gt Activity resource estimating Estimating how many resources a project team should use to perform project activities
gt Activity duration estimating Estimating the number of work periods that are needed to complete individual activities
gt Schedule development Analyzing activity sequences activity resource estimates and activity duration estimates to create the project schedule
gt Schedule control Controlling and managing changes to the project schedule
62
Activity Sequencing
gt Involves reviewing activities and determining dependencies
gt A dependency or relationship relates to the sequencing of project activities or tasks
gt You must determine dependencies in order to use critical path analysis
63
Network Diagrams
gt Network diagrams are the preferred technique for showing activity sequencing
gt A network diagram is a schematic display of the logical relationships among or sequencing of project activities
gt Two main formats are the arrow and precedence diagramming methods
64
Sample PDM (Precedence Diagramming Method)
Network Diagram
65
Gantt Chartsgt Gantt charts provide a standard format for
displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format
gt Symbols includebull Black diamonds Milestones
bull Thick black bars Summary tasks
bull Lighter horizontal bars Durations of tasks
bull Arrows Dependencies between tasks
66
Gantt Chart for Software Launch Project
67
Adding Milestones to Gantt Charts
gt Many people like to focus on meeting milestones especially for large projects
gt Milestones emphasize important events or accomplishments in projects
gt You typically create milestone by entering tasks that have a zero duration or you can mark any task as a milestone
68
Sample Tracking Gantt Chart
69
Critical Path Method (CPM)gt CPM is a network diagramming technique used to
predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
70
Estimate Activity Duration
AIB
AOA
Source Successful PM
71
Case Study Development of a Web-based IS
Requested to complete in 50 days
Source Successful PM
72
Forward Path ES amp EF
Source Successful PM
73
Backward Path LS amp LF
Source Successful PM
74
Summary Table
TF = LF ndash EF
= LS - ES
Critical path can be determined by the least TF
This project schedule should be shortened by 9 days to meet the ownerrsquos need
75
Critical Path
Source Successful PM
76
Using the Critical Path to Shorten a Project Schedule
gt Three main techniques for shortening schedules
bull Shortening the duration of critical activities or tasks by adding more resources or changing their scope
bull Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost
bull Fast tracking activities by doing them in parallel or overlapping them
77
Words of Caution on Using Project Management Softwaregt Many people misuse project management
software because they donrsquot understand important concepts and have not had training
gt You must enter dependencies to have dates adjust automatically and to determine the critical path
gt You must enter actual schedule information to compare planned and actual progress
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
33
Fishbone Diagram
Microsoft Visio Drawing
34
Gantt Chart for Software Launch Project
35
Sample Tracking Gantt Chart
36
Sample Activity-on-Arrow (AOA) Network Diagram for Project X
37
Task Dependency Types
38
Critical Path Method (CPM)
gt CPM is a network diagramming technique used to predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
39
Determining the Critical Path for Project X
40
Program Evaluation and Review Technique (PERT)
gt PERT is a network analysis technique used to estimate project duration when there is a high degree of uncertainty about the individual activity duration estimates
gt PERT uses probabilistic time estimatesbull Duration estimates based on using optimistic most likely
and pessimistic estimates of activity durations or a three- point estimate
41
PERT Formula and Examplegt PERT weighted average =
optimistic time + 4X most likely time + pessimistic time6
gt ExamplePERT weighted average =8 workdays + 4 X 10 workdays + 24 workdays = 12 days
6where optimistic time= 8 daysmost likely time = 10 dayspessimistic time = 24 days
Therefore yoursquod use 12 days on the network diagram instead of 10 when using PERT for the above example
42
Management Information Systems in PM
gt MS Officebull Wordbull Excelbull Visiobull Project 2003bull FrontPagebull PowerPointbull Access
gt Primaveragt ASP
bull Application tailored for clientrsquos needs
gt Open Source Softwaregt hellip
43
44
九大知識領域
gt Project Integration Management
gt Core Knowledge [main focus in this two lectures]bull Project Scope Managementbull Project Time Managementbull Project Cost Managementbull Project Quality Management
gt Facilitating Knowledge [introduction only]bull Project Human Resource managementbull Project Communication Managementbull Project Risk Managementbull Project Procurement Management
45
Project Integration Management Processes
gt Develop the project charter Work with stakeholders to create the document that formally authorizes a projectmdashthe charter
gt Develop the preliminary project scope statement Work with stakeholders especially users of the projectrsquos products services or results to develop the high-level scope requirements and create a preliminary project scope statement
gt Develop the project management plan Coordinate all planning efforts to create a consistent coherent documentmdashthe project management plan
Adobe Acrobat 70 Document
46
Project Integration Management Processes (contrsquod)
gt Direct and manage project execution Carry out the project management plan by performing the activities included in it
gt Monitor and control the project work Oversee project work to meet the performance objectives of the project
gt Perform integrated change control Coordinate changes that affect the projectrsquos deliverables and organizational process assets
gt Close the project Finalize all project activities to formally close the project
47
48
專案選擇與決策分析模式- Financial Analysis of Projects
gt Financial considerations are often an important aspect of the project selection process
gt Three primary methods for determining the projected financial value of projectsbull Net present value (NPV) analysis
bull Payback analysis
Microsoft Excel 工作表
Microsoft Excel 工作表
49
Return on investment (ROI)
Multiplyby thediscountfactor eachyear then subtract costs from cumulativebenefits toget NPV
ROI = (total discounted benefits - total discounted costs) discounted costs
50
Weighted Scoring Modelgt A weighted scoring model is a tool that
provides a systematic process for selecting projects based on many criteria
gt Steps in identifying a weighted scoring model1 Identify criteria important to the project selection
process2 Assign weights (percentages) to each criterion so they
add up to 100 percent3 Assign scores to each criterion for each project4 Multiply the scores by the weights to get the total
weighted scores
gt The higher the weighted score the better
51
Sample Weighted Scoring Model for Project Selection
52
What is Project Scope Management
gt Scope refers to all the work involved in creating the products of the project and the processes used to create them
gt A deliverable (交付標的) is a product produced as part of a project such as hardware or software planning documents or meeting minutes
gt Project scope management includes the processes involved in defining and controlling what is or is not included in a project
53
Project Scope Management Processes
gt Scope planning Key inputs include the project charter preliminary scope statement and project management plan
gt Scope definition Reviewing the project charter and preliminary scope statement and adding more information as requirements are developed and change requests are approved
gt Creating the WBS Subdividing the major project deliverables into smaller more manageable components
gt Scope verification Formalizing acceptance of the project scope Scope creep
gt Scope control Controlling changes to project scope
54
Sample Intranet WBS Organized by Product
55
Sample Intranet WBS Organized by Phase
56
Intranet WBS in Tabular Form10 Concept
11 Evaluate current systems12 Define requirements
121 Define user requirements122 Define content requirements123 Define system requirements124 Define server owner requirements
13 Define specific functionality14 Define risks and risk management approach15 Develop project plan16 Brief Web development team
20 Web Site Design30 Web Site Development40 Roll Out50 Support
57
Intranet WBS and Gantt Chart in Project 2000
58
Intranet Gantt Chart Organized by Project Management Process Groups
59
Resulting WBS in Chart Form
60
Scope Management Demo
Microsoft Project Document
How to input scope based on WBS
How to number activities
Output to VISIO
61
Project Time Management Processes
gt Activity definition Identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables
gt Activity sequencing Identifying and documenting the relationships between project activities
gt Activity resource estimating Estimating how many resources a project team should use to perform project activities
gt Activity duration estimating Estimating the number of work periods that are needed to complete individual activities
gt Schedule development Analyzing activity sequences activity resource estimates and activity duration estimates to create the project schedule
gt Schedule control Controlling and managing changes to the project schedule
62
Activity Sequencing
gt Involves reviewing activities and determining dependencies
gt A dependency or relationship relates to the sequencing of project activities or tasks
gt You must determine dependencies in order to use critical path analysis
63
Network Diagrams
gt Network diagrams are the preferred technique for showing activity sequencing
gt A network diagram is a schematic display of the logical relationships among or sequencing of project activities
gt Two main formats are the arrow and precedence diagramming methods
64
Sample PDM (Precedence Diagramming Method)
Network Diagram
65
Gantt Chartsgt Gantt charts provide a standard format for
displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format
gt Symbols includebull Black diamonds Milestones
bull Thick black bars Summary tasks
bull Lighter horizontal bars Durations of tasks
bull Arrows Dependencies between tasks
66
Gantt Chart for Software Launch Project
67
Adding Milestones to Gantt Charts
gt Many people like to focus on meeting milestones especially for large projects
gt Milestones emphasize important events or accomplishments in projects
gt You typically create milestone by entering tasks that have a zero duration or you can mark any task as a milestone
68
Sample Tracking Gantt Chart
69
Critical Path Method (CPM)gt CPM is a network diagramming technique used to
predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
70
Estimate Activity Duration
AIB
AOA
Source Successful PM
71
Case Study Development of a Web-based IS
Requested to complete in 50 days
Source Successful PM
72
Forward Path ES amp EF
Source Successful PM
73
Backward Path LS amp LF
Source Successful PM
74
Summary Table
TF = LF ndash EF
= LS - ES
Critical path can be determined by the least TF
This project schedule should be shortened by 9 days to meet the ownerrsquos need
75
Critical Path
Source Successful PM
76
Using the Critical Path to Shorten a Project Schedule
gt Three main techniques for shortening schedules
bull Shortening the duration of critical activities or tasks by adding more resources or changing their scope
bull Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost
bull Fast tracking activities by doing them in parallel or overlapping them
77
Words of Caution on Using Project Management Softwaregt Many people misuse project management
software because they donrsquot understand important concepts and have not had training
gt You must enter dependencies to have dates adjust automatically and to determine the critical path
gt You must enter actual schedule information to compare planned and actual progress
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
34
Gantt Chart for Software Launch Project
35
Sample Tracking Gantt Chart
36
Sample Activity-on-Arrow (AOA) Network Diagram for Project X
37
Task Dependency Types
38
Critical Path Method (CPM)
gt CPM is a network diagramming technique used to predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
39
Determining the Critical Path for Project X
40
Program Evaluation and Review Technique (PERT)
gt PERT is a network analysis technique used to estimate project duration when there is a high degree of uncertainty about the individual activity duration estimates
gt PERT uses probabilistic time estimatesbull Duration estimates based on using optimistic most likely
and pessimistic estimates of activity durations or a three- point estimate
41
PERT Formula and Examplegt PERT weighted average =
optimistic time + 4X most likely time + pessimistic time6
gt ExamplePERT weighted average =8 workdays + 4 X 10 workdays + 24 workdays = 12 days
6where optimistic time= 8 daysmost likely time = 10 dayspessimistic time = 24 days
Therefore yoursquod use 12 days on the network diagram instead of 10 when using PERT for the above example
42
Management Information Systems in PM
gt MS Officebull Wordbull Excelbull Visiobull Project 2003bull FrontPagebull PowerPointbull Access
gt Primaveragt ASP
bull Application tailored for clientrsquos needs
gt Open Source Softwaregt hellip
43
44
九大知識領域
gt Project Integration Management
gt Core Knowledge [main focus in this two lectures]bull Project Scope Managementbull Project Time Managementbull Project Cost Managementbull Project Quality Management
gt Facilitating Knowledge [introduction only]bull Project Human Resource managementbull Project Communication Managementbull Project Risk Managementbull Project Procurement Management
45
Project Integration Management Processes
gt Develop the project charter Work with stakeholders to create the document that formally authorizes a projectmdashthe charter
gt Develop the preliminary project scope statement Work with stakeholders especially users of the projectrsquos products services or results to develop the high-level scope requirements and create a preliminary project scope statement
gt Develop the project management plan Coordinate all planning efforts to create a consistent coherent documentmdashthe project management plan
Adobe Acrobat 70 Document
46
Project Integration Management Processes (contrsquod)
gt Direct and manage project execution Carry out the project management plan by performing the activities included in it
gt Monitor and control the project work Oversee project work to meet the performance objectives of the project
gt Perform integrated change control Coordinate changes that affect the projectrsquos deliverables and organizational process assets
gt Close the project Finalize all project activities to formally close the project
47
48
專案選擇與決策分析模式- Financial Analysis of Projects
gt Financial considerations are often an important aspect of the project selection process
gt Three primary methods for determining the projected financial value of projectsbull Net present value (NPV) analysis
bull Payback analysis
Microsoft Excel 工作表
Microsoft Excel 工作表
49
Return on investment (ROI)
Multiplyby thediscountfactor eachyear then subtract costs from cumulativebenefits toget NPV
ROI = (total discounted benefits - total discounted costs) discounted costs
50
Weighted Scoring Modelgt A weighted scoring model is a tool that
provides a systematic process for selecting projects based on many criteria
gt Steps in identifying a weighted scoring model1 Identify criteria important to the project selection
process2 Assign weights (percentages) to each criterion so they
add up to 100 percent3 Assign scores to each criterion for each project4 Multiply the scores by the weights to get the total
weighted scores
gt The higher the weighted score the better
51
Sample Weighted Scoring Model for Project Selection
52
What is Project Scope Management
gt Scope refers to all the work involved in creating the products of the project and the processes used to create them
gt A deliverable (交付標的) is a product produced as part of a project such as hardware or software planning documents or meeting minutes
gt Project scope management includes the processes involved in defining and controlling what is or is not included in a project
53
Project Scope Management Processes
gt Scope planning Key inputs include the project charter preliminary scope statement and project management plan
gt Scope definition Reviewing the project charter and preliminary scope statement and adding more information as requirements are developed and change requests are approved
gt Creating the WBS Subdividing the major project deliverables into smaller more manageable components
gt Scope verification Formalizing acceptance of the project scope Scope creep
gt Scope control Controlling changes to project scope
54
Sample Intranet WBS Organized by Product
55
Sample Intranet WBS Organized by Phase
56
Intranet WBS in Tabular Form10 Concept
11 Evaluate current systems12 Define requirements
121 Define user requirements122 Define content requirements123 Define system requirements124 Define server owner requirements
13 Define specific functionality14 Define risks and risk management approach15 Develop project plan16 Brief Web development team
20 Web Site Design30 Web Site Development40 Roll Out50 Support
57
Intranet WBS and Gantt Chart in Project 2000
58
Intranet Gantt Chart Organized by Project Management Process Groups
59
Resulting WBS in Chart Form
60
Scope Management Demo
Microsoft Project Document
How to input scope based on WBS
How to number activities
Output to VISIO
61
Project Time Management Processes
gt Activity definition Identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables
gt Activity sequencing Identifying and documenting the relationships between project activities
gt Activity resource estimating Estimating how many resources a project team should use to perform project activities
gt Activity duration estimating Estimating the number of work periods that are needed to complete individual activities
gt Schedule development Analyzing activity sequences activity resource estimates and activity duration estimates to create the project schedule
gt Schedule control Controlling and managing changes to the project schedule
62
Activity Sequencing
gt Involves reviewing activities and determining dependencies
gt A dependency or relationship relates to the sequencing of project activities or tasks
gt You must determine dependencies in order to use critical path analysis
63
Network Diagrams
gt Network diagrams are the preferred technique for showing activity sequencing
gt A network diagram is a schematic display of the logical relationships among or sequencing of project activities
gt Two main formats are the arrow and precedence diagramming methods
64
Sample PDM (Precedence Diagramming Method)
Network Diagram
65
Gantt Chartsgt Gantt charts provide a standard format for
displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format
gt Symbols includebull Black diamonds Milestones
bull Thick black bars Summary tasks
bull Lighter horizontal bars Durations of tasks
bull Arrows Dependencies between tasks
66
Gantt Chart for Software Launch Project
67
Adding Milestones to Gantt Charts
gt Many people like to focus on meeting milestones especially for large projects
gt Milestones emphasize important events or accomplishments in projects
gt You typically create milestone by entering tasks that have a zero duration or you can mark any task as a milestone
68
Sample Tracking Gantt Chart
69
Critical Path Method (CPM)gt CPM is a network diagramming technique used to
predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
70
Estimate Activity Duration
AIB
AOA
Source Successful PM
71
Case Study Development of a Web-based IS
Requested to complete in 50 days
Source Successful PM
72
Forward Path ES amp EF
Source Successful PM
73
Backward Path LS amp LF
Source Successful PM
74
Summary Table
TF = LF ndash EF
= LS - ES
Critical path can be determined by the least TF
This project schedule should be shortened by 9 days to meet the ownerrsquos need
75
Critical Path
Source Successful PM
76
Using the Critical Path to Shorten a Project Schedule
gt Three main techniques for shortening schedules
bull Shortening the duration of critical activities or tasks by adding more resources or changing their scope
bull Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost
bull Fast tracking activities by doing them in parallel or overlapping them
77
Words of Caution on Using Project Management Softwaregt Many people misuse project management
software because they donrsquot understand important concepts and have not had training
gt You must enter dependencies to have dates adjust automatically and to determine the critical path
gt You must enter actual schedule information to compare planned and actual progress
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
35
Sample Tracking Gantt Chart
36
Sample Activity-on-Arrow (AOA) Network Diagram for Project X
37
Task Dependency Types
38
Critical Path Method (CPM)
gt CPM is a network diagramming technique used to predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
39
Determining the Critical Path for Project X
40
Program Evaluation and Review Technique (PERT)
gt PERT is a network analysis technique used to estimate project duration when there is a high degree of uncertainty about the individual activity duration estimates
gt PERT uses probabilistic time estimatesbull Duration estimates based on using optimistic most likely
and pessimistic estimates of activity durations or a three- point estimate
41
PERT Formula and Examplegt PERT weighted average =
optimistic time + 4X most likely time + pessimistic time6
gt ExamplePERT weighted average =8 workdays + 4 X 10 workdays + 24 workdays = 12 days
6where optimistic time= 8 daysmost likely time = 10 dayspessimistic time = 24 days
Therefore yoursquod use 12 days on the network diagram instead of 10 when using PERT for the above example
42
Management Information Systems in PM
gt MS Officebull Wordbull Excelbull Visiobull Project 2003bull FrontPagebull PowerPointbull Access
gt Primaveragt ASP
bull Application tailored for clientrsquos needs
gt Open Source Softwaregt hellip
43
44
九大知識領域
gt Project Integration Management
gt Core Knowledge [main focus in this two lectures]bull Project Scope Managementbull Project Time Managementbull Project Cost Managementbull Project Quality Management
gt Facilitating Knowledge [introduction only]bull Project Human Resource managementbull Project Communication Managementbull Project Risk Managementbull Project Procurement Management
45
Project Integration Management Processes
gt Develop the project charter Work with stakeholders to create the document that formally authorizes a projectmdashthe charter
gt Develop the preliminary project scope statement Work with stakeholders especially users of the projectrsquos products services or results to develop the high-level scope requirements and create a preliminary project scope statement
gt Develop the project management plan Coordinate all planning efforts to create a consistent coherent documentmdashthe project management plan
Adobe Acrobat 70 Document
46
Project Integration Management Processes (contrsquod)
gt Direct and manage project execution Carry out the project management plan by performing the activities included in it
gt Monitor and control the project work Oversee project work to meet the performance objectives of the project
gt Perform integrated change control Coordinate changes that affect the projectrsquos deliverables and organizational process assets
gt Close the project Finalize all project activities to formally close the project
47
48
專案選擇與決策分析模式- Financial Analysis of Projects
gt Financial considerations are often an important aspect of the project selection process
gt Three primary methods for determining the projected financial value of projectsbull Net present value (NPV) analysis
bull Payback analysis
Microsoft Excel 工作表
Microsoft Excel 工作表
49
Return on investment (ROI)
Multiplyby thediscountfactor eachyear then subtract costs from cumulativebenefits toget NPV
ROI = (total discounted benefits - total discounted costs) discounted costs
50
Weighted Scoring Modelgt A weighted scoring model is a tool that
provides a systematic process for selecting projects based on many criteria
gt Steps in identifying a weighted scoring model1 Identify criteria important to the project selection
process2 Assign weights (percentages) to each criterion so they
add up to 100 percent3 Assign scores to each criterion for each project4 Multiply the scores by the weights to get the total
weighted scores
gt The higher the weighted score the better
51
Sample Weighted Scoring Model for Project Selection
52
What is Project Scope Management
gt Scope refers to all the work involved in creating the products of the project and the processes used to create them
gt A deliverable (交付標的) is a product produced as part of a project such as hardware or software planning documents or meeting minutes
gt Project scope management includes the processes involved in defining and controlling what is or is not included in a project
53
Project Scope Management Processes
gt Scope planning Key inputs include the project charter preliminary scope statement and project management plan
gt Scope definition Reviewing the project charter and preliminary scope statement and adding more information as requirements are developed and change requests are approved
gt Creating the WBS Subdividing the major project deliverables into smaller more manageable components
gt Scope verification Formalizing acceptance of the project scope Scope creep
gt Scope control Controlling changes to project scope
54
Sample Intranet WBS Organized by Product
55
Sample Intranet WBS Organized by Phase
56
Intranet WBS in Tabular Form10 Concept
11 Evaluate current systems12 Define requirements
121 Define user requirements122 Define content requirements123 Define system requirements124 Define server owner requirements
13 Define specific functionality14 Define risks and risk management approach15 Develop project plan16 Brief Web development team
20 Web Site Design30 Web Site Development40 Roll Out50 Support
57
Intranet WBS and Gantt Chart in Project 2000
58
Intranet Gantt Chart Organized by Project Management Process Groups
59
Resulting WBS in Chart Form
60
Scope Management Demo
Microsoft Project Document
How to input scope based on WBS
How to number activities
Output to VISIO
61
Project Time Management Processes
gt Activity definition Identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables
gt Activity sequencing Identifying and documenting the relationships between project activities
gt Activity resource estimating Estimating how many resources a project team should use to perform project activities
gt Activity duration estimating Estimating the number of work periods that are needed to complete individual activities
gt Schedule development Analyzing activity sequences activity resource estimates and activity duration estimates to create the project schedule
gt Schedule control Controlling and managing changes to the project schedule
62
Activity Sequencing
gt Involves reviewing activities and determining dependencies
gt A dependency or relationship relates to the sequencing of project activities or tasks
gt You must determine dependencies in order to use critical path analysis
63
Network Diagrams
gt Network diagrams are the preferred technique for showing activity sequencing
gt A network diagram is a schematic display of the logical relationships among or sequencing of project activities
gt Two main formats are the arrow and precedence diagramming methods
64
Sample PDM (Precedence Diagramming Method)
Network Diagram
65
Gantt Chartsgt Gantt charts provide a standard format for
displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format
gt Symbols includebull Black diamonds Milestones
bull Thick black bars Summary tasks
bull Lighter horizontal bars Durations of tasks
bull Arrows Dependencies between tasks
66
Gantt Chart for Software Launch Project
67
Adding Milestones to Gantt Charts
gt Many people like to focus on meeting milestones especially for large projects
gt Milestones emphasize important events or accomplishments in projects
gt You typically create milestone by entering tasks that have a zero duration or you can mark any task as a milestone
68
Sample Tracking Gantt Chart
69
Critical Path Method (CPM)gt CPM is a network diagramming technique used to
predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
70
Estimate Activity Duration
AIB
AOA
Source Successful PM
71
Case Study Development of a Web-based IS
Requested to complete in 50 days
Source Successful PM
72
Forward Path ES amp EF
Source Successful PM
73
Backward Path LS amp LF
Source Successful PM
74
Summary Table
TF = LF ndash EF
= LS - ES
Critical path can be determined by the least TF
This project schedule should be shortened by 9 days to meet the ownerrsquos need
75
Critical Path
Source Successful PM
76
Using the Critical Path to Shorten a Project Schedule
gt Three main techniques for shortening schedules
bull Shortening the duration of critical activities or tasks by adding more resources or changing their scope
bull Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost
bull Fast tracking activities by doing them in parallel or overlapping them
77
Words of Caution on Using Project Management Softwaregt Many people misuse project management
software because they donrsquot understand important concepts and have not had training
gt You must enter dependencies to have dates adjust automatically and to determine the critical path
gt You must enter actual schedule information to compare planned and actual progress
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
36
Sample Activity-on-Arrow (AOA) Network Diagram for Project X
37
Task Dependency Types
38
Critical Path Method (CPM)
gt CPM is a network diagramming technique used to predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
39
Determining the Critical Path for Project X
40
Program Evaluation and Review Technique (PERT)
gt PERT is a network analysis technique used to estimate project duration when there is a high degree of uncertainty about the individual activity duration estimates
gt PERT uses probabilistic time estimatesbull Duration estimates based on using optimistic most likely
and pessimistic estimates of activity durations or a three- point estimate
41
PERT Formula and Examplegt PERT weighted average =
optimistic time + 4X most likely time + pessimistic time6
gt ExamplePERT weighted average =8 workdays + 4 X 10 workdays + 24 workdays = 12 days
6where optimistic time= 8 daysmost likely time = 10 dayspessimistic time = 24 days
Therefore yoursquod use 12 days on the network diagram instead of 10 when using PERT for the above example
42
Management Information Systems in PM
gt MS Officebull Wordbull Excelbull Visiobull Project 2003bull FrontPagebull PowerPointbull Access
gt Primaveragt ASP
bull Application tailored for clientrsquos needs
gt Open Source Softwaregt hellip
43
44
九大知識領域
gt Project Integration Management
gt Core Knowledge [main focus in this two lectures]bull Project Scope Managementbull Project Time Managementbull Project Cost Managementbull Project Quality Management
gt Facilitating Knowledge [introduction only]bull Project Human Resource managementbull Project Communication Managementbull Project Risk Managementbull Project Procurement Management
45
Project Integration Management Processes
gt Develop the project charter Work with stakeholders to create the document that formally authorizes a projectmdashthe charter
gt Develop the preliminary project scope statement Work with stakeholders especially users of the projectrsquos products services or results to develop the high-level scope requirements and create a preliminary project scope statement
gt Develop the project management plan Coordinate all planning efforts to create a consistent coherent documentmdashthe project management plan
Adobe Acrobat 70 Document
46
Project Integration Management Processes (contrsquod)
gt Direct and manage project execution Carry out the project management plan by performing the activities included in it
gt Monitor and control the project work Oversee project work to meet the performance objectives of the project
gt Perform integrated change control Coordinate changes that affect the projectrsquos deliverables and organizational process assets
gt Close the project Finalize all project activities to formally close the project
47
48
專案選擇與決策分析模式- Financial Analysis of Projects
gt Financial considerations are often an important aspect of the project selection process
gt Three primary methods for determining the projected financial value of projectsbull Net present value (NPV) analysis
bull Payback analysis
Microsoft Excel 工作表
Microsoft Excel 工作表
49
Return on investment (ROI)
Multiplyby thediscountfactor eachyear then subtract costs from cumulativebenefits toget NPV
ROI = (total discounted benefits - total discounted costs) discounted costs
50
Weighted Scoring Modelgt A weighted scoring model is a tool that
provides a systematic process for selecting projects based on many criteria
gt Steps in identifying a weighted scoring model1 Identify criteria important to the project selection
process2 Assign weights (percentages) to each criterion so they
add up to 100 percent3 Assign scores to each criterion for each project4 Multiply the scores by the weights to get the total
weighted scores
gt The higher the weighted score the better
51
Sample Weighted Scoring Model for Project Selection
52
What is Project Scope Management
gt Scope refers to all the work involved in creating the products of the project and the processes used to create them
gt A deliverable (交付標的) is a product produced as part of a project such as hardware or software planning documents or meeting minutes
gt Project scope management includes the processes involved in defining and controlling what is or is not included in a project
53
Project Scope Management Processes
gt Scope planning Key inputs include the project charter preliminary scope statement and project management plan
gt Scope definition Reviewing the project charter and preliminary scope statement and adding more information as requirements are developed and change requests are approved
gt Creating the WBS Subdividing the major project deliverables into smaller more manageable components
gt Scope verification Formalizing acceptance of the project scope Scope creep
gt Scope control Controlling changes to project scope
54
Sample Intranet WBS Organized by Product
55
Sample Intranet WBS Organized by Phase
56
Intranet WBS in Tabular Form10 Concept
11 Evaluate current systems12 Define requirements
121 Define user requirements122 Define content requirements123 Define system requirements124 Define server owner requirements
13 Define specific functionality14 Define risks and risk management approach15 Develop project plan16 Brief Web development team
20 Web Site Design30 Web Site Development40 Roll Out50 Support
57
Intranet WBS and Gantt Chart in Project 2000
58
Intranet Gantt Chart Organized by Project Management Process Groups
59
Resulting WBS in Chart Form
60
Scope Management Demo
Microsoft Project Document
How to input scope based on WBS
How to number activities
Output to VISIO
61
Project Time Management Processes
gt Activity definition Identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables
gt Activity sequencing Identifying and documenting the relationships between project activities
gt Activity resource estimating Estimating how many resources a project team should use to perform project activities
gt Activity duration estimating Estimating the number of work periods that are needed to complete individual activities
gt Schedule development Analyzing activity sequences activity resource estimates and activity duration estimates to create the project schedule
gt Schedule control Controlling and managing changes to the project schedule
62
Activity Sequencing
gt Involves reviewing activities and determining dependencies
gt A dependency or relationship relates to the sequencing of project activities or tasks
gt You must determine dependencies in order to use critical path analysis
63
Network Diagrams
gt Network diagrams are the preferred technique for showing activity sequencing
gt A network diagram is a schematic display of the logical relationships among or sequencing of project activities
gt Two main formats are the arrow and precedence diagramming methods
64
Sample PDM (Precedence Diagramming Method)
Network Diagram
65
Gantt Chartsgt Gantt charts provide a standard format for
displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format
gt Symbols includebull Black diamonds Milestones
bull Thick black bars Summary tasks
bull Lighter horizontal bars Durations of tasks
bull Arrows Dependencies between tasks
66
Gantt Chart for Software Launch Project
67
Adding Milestones to Gantt Charts
gt Many people like to focus on meeting milestones especially for large projects
gt Milestones emphasize important events or accomplishments in projects
gt You typically create milestone by entering tasks that have a zero duration or you can mark any task as a milestone
68
Sample Tracking Gantt Chart
69
Critical Path Method (CPM)gt CPM is a network diagramming technique used to
predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
70
Estimate Activity Duration
AIB
AOA
Source Successful PM
71
Case Study Development of a Web-based IS
Requested to complete in 50 days
Source Successful PM
72
Forward Path ES amp EF
Source Successful PM
73
Backward Path LS amp LF
Source Successful PM
74
Summary Table
TF = LF ndash EF
= LS - ES
Critical path can be determined by the least TF
This project schedule should be shortened by 9 days to meet the ownerrsquos need
75
Critical Path
Source Successful PM
76
Using the Critical Path to Shorten a Project Schedule
gt Three main techniques for shortening schedules
bull Shortening the duration of critical activities or tasks by adding more resources or changing their scope
bull Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost
bull Fast tracking activities by doing them in parallel or overlapping them
77
Words of Caution on Using Project Management Softwaregt Many people misuse project management
software because they donrsquot understand important concepts and have not had training
gt You must enter dependencies to have dates adjust automatically and to determine the critical path
gt You must enter actual schedule information to compare planned and actual progress
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
37
Task Dependency Types
38
Critical Path Method (CPM)
gt CPM is a network diagramming technique used to predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
39
Determining the Critical Path for Project X
40
Program Evaluation and Review Technique (PERT)
gt PERT is a network analysis technique used to estimate project duration when there is a high degree of uncertainty about the individual activity duration estimates
gt PERT uses probabilistic time estimatesbull Duration estimates based on using optimistic most likely
and pessimistic estimates of activity durations or a three- point estimate
41
PERT Formula and Examplegt PERT weighted average =
optimistic time + 4X most likely time + pessimistic time6
gt ExamplePERT weighted average =8 workdays + 4 X 10 workdays + 24 workdays = 12 days
6where optimistic time= 8 daysmost likely time = 10 dayspessimistic time = 24 days
Therefore yoursquod use 12 days on the network diagram instead of 10 when using PERT for the above example
42
Management Information Systems in PM
gt MS Officebull Wordbull Excelbull Visiobull Project 2003bull FrontPagebull PowerPointbull Access
gt Primaveragt ASP
bull Application tailored for clientrsquos needs
gt Open Source Softwaregt hellip
43
44
九大知識領域
gt Project Integration Management
gt Core Knowledge [main focus in this two lectures]bull Project Scope Managementbull Project Time Managementbull Project Cost Managementbull Project Quality Management
gt Facilitating Knowledge [introduction only]bull Project Human Resource managementbull Project Communication Managementbull Project Risk Managementbull Project Procurement Management
45
Project Integration Management Processes
gt Develop the project charter Work with stakeholders to create the document that formally authorizes a projectmdashthe charter
gt Develop the preliminary project scope statement Work with stakeholders especially users of the projectrsquos products services or results to develop the high-level scope requirements and create a preliminary project scope statement
gt Develop the project management plan Coordinate all planning efforts to create a consistent coherent documentmdashthe project management plan
Adobe Acrobat 70 Document
46
Project Integration Management Processes (contrsquod)
gt Direct and manage project execution Carry out the project management plan by performing the activities included in it
gt Monitor and control the project work Oversee project work to meet the performance objectives of the project
gt Perform integrated change control Coordinate changes that affect the projectrsquos deliverables and organizational process assets
gt Close the project Finalize all project activities to formally close the project
47
48
專案選擇與決策分析模式- Financial Analysis of Projects
gt Financial considerations are often an important aspect of the project selection process
gt Three primary methods for determining the projected financial value of projectsbull Net present value (NPV) analysis
bull Payback analysis
Microsoft Excel 工作表
Microsoft Excel 工作表
49
Return on investment (ROI)
Multiplyby thediscountfactor eachyear then subtract costs from cumulativebenefits toget NPV
ROI = (total discounted benefits - total discounted costs) discounted costs
50
Weighted Scoring Modelgt A weighted scoring model is a tool that
provides a systematic process for selecting projects based on many criteria
gt Steps in identifying a weighted scoring model1 Identify criteria important to the project selection
process2 Assign weights (percentages) to each criterion so they
add up to 100 percent3 Assign scores to each criterion for each project4 Multiply the scores by the weights to get the total
weighted scores
gt The higher the weighted score the better
51
Sample Weighted Scoring Model for Project Selection
52
What is Project Scope Management
gt Scope refers to all the work involved in creating the products of the project and the processes used to create them
gt A deliverable (交付標的) is a product produced as part of a project such as hardware or software planning documents or meeting minutes
gt Project scope management includes the processes involved in defining and controlling what is or is not included in a project
53
Project Scope Management Processes
gt Scope planning Key inputs include the project charter preliminary scope statement and project management plan
gt Scope definition Reviewing the project charter and preliminary scope statement and adding more information as requirements are developed and change requests are approved
gt Creating the WBS Subdividing the major project deliverables into smaller more manageable components
gt Scope verification Formalizing acceptance of the project scope Scope creep
gt Scope control Controlling changes to project scope
54
Sample Intranet WBS Organized by Product
55
Sample Intranet WBS Organized by Phase
56
Intranet WBS in Tabular Form10 Concept
11 Evaluate current systems12 Define requirements
121 Define user requirements122 Define content requirements123 Define system requirements124 Define server owner requirements
13 Define specific functionality14 Define risks and risk management approach15 Develop project plan16 Brief Web development team
20 Web Site Design30 Web Site Development40 Roll Out50 Support
57
Intranet WBS and Gantt Chart in Project 2000
58
Intranet Gantt Chart Organized by Project Management Process Groups
59
Resulting WBS in Chart Form
60
Scope Management Demo
Microsoft Project Document
How to input scope based on WBS
How to number activities
Output to VISIO
61
Project Time Management Processes
gt Activity definition Identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables
gt Activity sequencing Identifying and documenting the relationships between project activities
gt Activity resource estimating Estimating how many resources a project team should use to perform project activities
gt Activity duration estimating Estimating the number of work periods that are needed to complete individual activities
gt Schedule development Analyzing activity sequences activity resource estimates and activity duration estimates to create the project schedule
gt Schedule control Controlling and managing changes to the project schedule
62
Activity Sequencing
gt Involves reviewing activities and determining dependencies
gt A dependency or relationship relates to the sequencing of project activities or tasks
gt You must determine dependencies in order to use critical path analysis
63
Network Diagrams
gt Network diagrams are the preferred technique for showing activity sequencing
gt A network diagram is a schematic display of the logical relationships among or sequencing of project activities
gt Two main formats are the arrow and precedence diagramming methods
64
Sample PDM (Precedence Diagramming Method)
Network Diagram
65
Gantt Chartsgt Gantt charts provide a standard format for
displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format
gt Symbols includebull Black diamonds Milestones
bull Thick black bars Summary tasks
bull Lighter horizontal bars Durations of tasks
bull Arrows Dependencies between tasks
66
Gantt Chart for Software Launch Project
67
Adding Milestones to Gantt Charts
gt Many people like to focus on meeting milestones especially for large projects
gt Milestones emphasize important events or accomplishments in projects
gt You typically create milestone by entering tasks that have a zero duration or you can mark any task as a milestone
68
Sample Tracking Gantt Chart
69
Critical Path Method (CPM)gt CPM is a network diagramming technique used to
predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
70
Estimate Activity Duration
AIB
AOA
Source Successful PM
71
Case Study Development of a Web-based IS
Requested to complete in 50 days
Source Successful PM
72
Forward Path ES amp EF
Source Successful PM
73
Backward Path LS amp LF
Source Successful PM
74
Summary Table
TF = LF ndash EF
= LS - ES
Critical path can be determined by the least TF
This project schedule should be shortened by 9 days to meet the ownerrsquos need
75
Critical Path
Source Successful PM
76
Using the Critical Path to Shorten a Project Schedule
gt Three main techniques for shortening schedules
bull Shortening the duration of critical activities or tasks by adding more resources or changing their scope
bull Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost
bull Fast tracking activities by doing them in parallel or overlapping them
77
Words of Caution on Using Project Management Softwaregt Many people misuse project management
software because they donrsquot understand important concepts and have not had training
gt You must enter dependencies to have dates adjust automatically and to determine the critical path
gt You must enter actual schedule information to compare planned and actual progress
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
38
Critical Path Method (CPM)
gt CPM is a network diagramming technique used to predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
39
Determining the Critical Path for Project X
40
Program Evaluation and Review Technique (PERT)
gt PERT is a network analysis technique used to estimate project duration when there is a high degree of uncertainty about the individual activity duration estimates
gt PERT uses probabilistic time estimatesbull Duration estimates based on using optimistic most likely
and pessimistic estimates of activity durations or a three- point estimate
41
PERT Formula and Examplegt PERT weighted average =
optimistic time + 4X most likely time + pessimistic time6
gt ExamplePERT weighted average =8 workdays + 4 X 10 workdays + 24 workdays = 12 days
6where optimistic time= 8 daysmost likely time = 10 dayspessimistic time = 24 days
Therefore yoursquod use 12 days on the network diagram instead of 10 when using PERT for the above example
42
Management Information Systems in PM
gt MS Officebull Wordbull Excelbull Visiobull Project 2003bull FrontPagebull PowerPointbull Access
gt Primaveragt ASP
bull Application tailored for clientrsquos needs
gt Open Source Softwaregt hellip
43
44
九大知識領域
gt Project Integration Management
gt Core Knowledge [main focus in this two lectures]bull Project Scope Managementbull Project Time Managementbull Project Cost Managementbull Project Quality Management
gt Facilitating Knowledge [introduction only]bull Project Human Resource managementbull Project Communication Managementbull Project Risk Managementbull Project Procurement Management
45
Project Integration Management Processes
gt Develop the project charter Work with stakeholders to create the document that formally authorizes a projectmdashthe charter
gt Develop the preliminary project scope statement Work with stakeholders especially users of the projectrsquos products services or results to develop the high-level scope requirements and create a preliminary project scope statement
gt Develop the project management plan Coordinate all planning efforts to create a consistent coherent documentmdashthe project management plan
Adobe Acrobat 70 Document
46
Project Integration Management Processes (contrsquod)
gt Direct and manage project execution Carry out the project management plan by performing the activities included in it
gt Monitor and control the project work Oversee project work to meet the performance objectives of the project
gt Perform integrated change control Coordinate changes that affect the projectrsquos deliverables and organizational process assets
gt Close the project Finalize all project activities to formally close the project
47
48
專案選擇與決策分析模式- Financial Analysis of Projects
gt Financial considerations are often an important aspect of the project selection process
gt Three primary methods for determining the projected financial value of projectsbull Net present value (NPV) analysis
bull Payback analysis
Microsoft Excel 工作表
Microsoft Excel 工作表
49
Return on investment (ROI)
Multiplyby thediscountfactor eachyear then subtract costs from cumulativebenefits toget NPV
ROI = (total discounted benefits - total discounted costs) discounted costs
50
Weighted Scoring Modelgt A weighted scoring model is a tool that
provides a systematic process for selecting projects based on many criteria
gt Steps in identifying a weighted scoring model1 Identify criteria important to the project selection
process2 Assign weights (percentages) to each criterion so they
add up to 100 percent3 Assign scores to each criterion for each project4 Multiply the scores by the weights to get the total
weighted scores
gt The higher the weighted score the better
51
Sample Weighted Scoring Model for Project Selection
52
What is Project Scope Management
gt Scope refers to all the work involved in creating the products of the project and the processes used to create them
gt A deliverable (交付標的) is a product produced as part of a project such as hardware or software planning documents or meeting minutes
gt Project scope management includes the processes involved in defining and controlling what is or is not included in a project
53
Project Scope Management Processes
gt Scope planning Key inputs include the project charter preliminary scope statement and project management plan
gt Scope definition Reviewing the project charter and preliminary scope statement and adding more information as requirements are developed and change requests are approved
gt Creating the WBS Subdividing the major project deliverables into smaller more manageable components
gt Scope verification Formalizing acceptance of the project scope Scope creep
gt Scope control Controlling changes to project scope
54
Sample Intranet WBS Organized by Product
55
Sample Intranet WBS Organized by Phase
56
Intranet WBS in Tabular Form10 Concept
11 Evaluate current systems12 Define requirements
121 Define user requirements122 Define content requirements123 Define system requirements124 Define server owner requirements
13 Define specific functionality14 Define risks and risk management approach15 Develop project plan16 Brief Web development team
20 Web Site Design30 Web Site Development40 Roll Out50 Support
57
Intranet WBS and Gantt Chart in Project 2000
58
Intranet Gantt Chart Organized by Project Management Process Groups
59
Resulting WBS in Chart Form
60
Scope Management Demo
Microsoft Project Document
How to input scope based on WBS
How to number activities
Output to VISIO
61
Project Time Management Processes
gt Activity definition Identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables
gt Activity sequencing Identifying and documenting the relationships between project activities
gt Activity resource estimating Estimating how many resources a project team should use to perform project activities
gt Activity duration estimating Estimating the number of work periods that are needed to complete individual activities
gt Schedule development Analyzing activity sequences activity resource estimates and activity duration estimates to create the project schedule
gt Schedule control Controlling and managing changes to the project schedule
62
Activity Sequencing
gt Involves reviewing activities and determining dependencies
gt A dependency or relationship relates to the sequencing of project activities or tasks
gt You must determine dependencies in order to use critical path analysis
63
Network Diagrams
gt Network diagrams are the preferred technique for showing activity sequencing
gt A network diagram is a schematic display of the logical relationships among or sequencing of project activities
gt Two main formats are the arrow and precedence diagramming methods
64
Sample PDM (Precedence Diagramming Method)
Network Diagram
65
Gantt Chartsgt Gantt charts provide a standard format for
displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format
gt Symbols includebull Black diamonds Milestones
bull Thick black bars Summary tasks
bull Lighter horizontal bars Durations of tasks
bull Arrows Dependencies between tasks
66
Gantt Chart for Software Launch Project
67
Adding Milestones to Gantt Charts
gt Many people like to focus on meeting milestones especially for large projects
gt Milestones emphasize important events or accomplishments in projects
gt You typically create milestone by entering tasks that have a zero duration or you can mark any task as a milestone
68
Sample Tracking Gantt Chart
69
Critical Path Method (CPM)gt CPM is a network diagramming technique used to
predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
70
Estimate Activity Duration
AIB
AOA
Source Successful PM
71
Case Study Development of a Web-based IS
Requested to complete in 50 days
Source Successful PM
72
Forward Path ES amp EF
Source Successful PM
73
Backward Path LS amp LF
Source Successful PM
74
Summary Table
TF = LF ndash EF
= LS - ES
Critical path can be determined by the least TF
This project schedule should be shortened by 9 days to meet the ownerrsquos need
75
Critical Path
Source Successful PM
76
Using the Critical Path to Shorten a Project Schedule
gt Three main techniques for shortening schedules
bull Shortening the duration of critical activities or tasks by adding more resources or changing their scope
bull Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost
bull Fast tracking activities by doing them in parallel or overlapping them
77
Words of Caution on Using Project Management Softwaregt Many people misuse project management
software because they donrsquot understand important concepts and have not had training
gt You must enter dependencies to have dates adjust automatically and to determine the critical path
gt You must enter actual schedule information to compare planned and actual progress
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
39
Determining the Critical Path for Project X
40
Program Evaluation and Review Technique (PERT)
gt PERT is a network analysis technique used to estimate project duration when there is a high degree of uncertainty about the individual activity duration estimates
gt PERT uses probabilistic time estimatesbull Duration estimates based on using optimistic most likely
and pessimistic estimates of activity durations or a three- point estimate
41
PERT Formula and Examplegt PERT weighted average =
optimistic time + 4X most likely time + pessimistic time6
gt ExamplePERT weighted average =8 workdays + 4 X 10 workdays + 24 workdays = 12 days
6where optimistic time= 8 daysmost likely time = 10 dayspessimistic time = 24 days
Therefore yoursquod use 12 days on the network diagram instead of 10 when using PERT for the above example
42
Management Information Systems in PM
gt MS Officebull Wordbull Excelbull Visiobull Project 2003bull FrontPagebull PowerPointbull Access
gt Primaveragt ASP
bull Application tailored for clientrsquos needs
gt Open Source Softwaregt hellip
43
44
九大知識領域
gt Project Integration Management
gt Core Knowledge [main focus in this two lectures]bull Project Scope Managementbull Project Time Managementbull Project Cost Managementbull Project Quality Management
gt Facilitating Knowledge [introduction only]bull Project Human Resource managementbull Project Communication Managementbull Project Risk Managementbull Project Procurement Management
45
Project Integration Management Processes
gt Develop the project charter Work with stakeholders to create the document that formally authorizes a projectmdashthe charter
gt Develop the preliminary project scope statement Work with stakeholders especially users of the projectrsquos products services or results to develop the high-level scope requirements and create a preliminary project scope statement
gt Develop the project management plan Coordinate all planning efforts to create a consistent coherent documentmdashthe project management plan
Adobe Acrobat 70 Document
46
Project Integration Management Processes (contrsquod)
gt Direct and manage project execution Carry out the project management plan by performing the activities included in it
gt Monitor and control the project work Oversee project work to meet the performance objectives of the project
gt Perform integrated change control Coordinate changes that affect the projectrsquos deliverables and organizational process assets
gt Close the project Finalize all project activities to formally close the project
47
48
專案選擇與決策分析模式- Financial Analysis of Projects
gt Financial considerations are often an important aspect of the project selection process
gt Three primary methods for determining the projected financial value of projectsbull Net present value (NPV) analysis
bull Payback analysis
Microsoft Excel 工作表
Microsoft Excel 工作表
49
Return on investment (ROI)
Multiplyby thediscountfactor eachyear then subtract costs from cumulativebenefits toget NPV
ROI = (total discounted benefits - total discounted costs) discounted costs
50
Weighted Scoring Modelgt A weighted scoring model is a tool that
provides a systematic process for selecting projects based on many criteria
gt Steps in identifying a weighted scoring model1 Identify criteria important to the project selection
process2 Assign weights (percentages) to each criterion so they
add up to 100 percent3 Assign scores to each criterion for each project4 Multiply the scores by the weights to get the total
weighted scores
gt The higher the weighted score the better
51
Sample Weighted Scoring Model for Project Selection
52
What is Project Scope Management
gt Scope refers to all the work involved in creating the products of the project and the processes used to create them
gt A deliverable (交付標的) is a product produced as part of a project such as hardware or software planning documents or meeting minutes
gt Project scope management includes the processes involved in defining and controlling what is or is not included in a project
53
Project Scope Management Processes
gt Scope planning Key inputs include the project charter preliminary scope statement and project management plan
gt Scope definition Reviewing the project charter and preliminary scope statement and adding more information as requirements are developed and change requests are approved
gt Creating the WBS Subdividing the major project deliverables into smaller more manageable components
gt Scope verification Formalizing acceptance of the project scope Scope creep
gt Scope control Controlling changes to project scope
54
Sample Intranet WBS Organized by Product
55
Sample Intranet WBS Organized by Phase
56
Intranet WBS in Tabular Form10 Concept
11 Evaluate current systems12 Define requirements
121 Define user requirements122 Define content requirements123 Define system requirements124 Define server owner requirements
13 Define specific functionality14 Define risks and risk management approach15 Develop project plan16 Brief Web development team
20 Web Site Design30 Web Site Development40 Roll Out50 Support
57
Intranet WBS and Gantt Chart in Project 2000
58
Intranet Gantt Chart Organized by Project Management Process Groups
59
Resulting WBS in Chart Form
60
Scope Management Demo
Microsoft Project Document
How to input scope based on WBS
How to number activities
Output to VISIO
61
Project Time Management Processes
gt Activity definition Identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables
gt Activity sequencing Identifying and documenting the relationships between project activities
gt Activity resource estimating Estimating how many resources a project team should use to perform project activities
gt Activity duration estimating Estimating the number of work periods that are needed to complete individual activities
gt Schedule development Analyzing activity sequences activity resource estimates and activity duration estimates to create the project schedule
gt Schedule control Controlling and managing changes to the project schedule
62
Activity Sequencing
gt Involves reviewing activities and determining dependencies
gt A dependency or relationship relates to the sequencing of project activities or tasks
gt You must determine dependencies in order to use critical path analysis
63
Network Diagrams
gt Network diagrams are the preferred technique for showing activity sequencing
gt A network diagram is a schematic display of the logical relationships among or sequencing of project activities
gt Two main formats are the arrow and precedence diagramming methods
64
Sample PDM (Precedence Diagramming Method)
Network Diagram
65
Gantt Chartsgt Gantt charts provide a standard format for
displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format
gt Symbols includebull Black diamonds Milestones
bull Thick black bars Summary tasks
bull Lighter horizontal bars Durations of tasks
bull Arrows Dependencies between tasks
66
Gantt Chart for Software Launch Project
67
Adding Milestones to Gantt Charts
gt Many people like to focus on meeting milestones especially for large projects
gt Milestones emphasize important events or accomplishments in projects
gt You typically create milestone by entering tasks that have a zero duration or you can mark any task as a milestone
68
Sample Tracking Gantt Chart
69
Critical Path Method (CPM)gt CPM is a network diagramming technique used to
predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
70
Estimate Activity Duration
AIB
AOA
Source Successful PM
71
Case Study Development of a Web-based IS
Requested to complete in 50 days
Source Successful PM
72
Forward Path ES amp EF
Source Successful PM
73
Backward Path LS amp LF
Source Successful PM
74
Summary Table
TF = LF ndash EF
= LS - ES
Critical path can be determined by the least TF
This project schedule should be shortened by 9 days to meet the ownerrsquos need
75
Critical Path
Source Successful PM
76
Using the Critical Path to Shorten a Project Schedule
gt Three main techniques for shortening schedules
bull Shortening the duration of critical activities or tasks by adding more resources or changing their scope
bull Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost
bull Fast tracking activities by doing them in parallel or overlapping them
77
Words of Caution on Using Project Management Softwaregt Many people misuse project management
software because they donrsquot understand important concepts and have not had training
gt You must enter dependencies to have dates adjust automatically and to determine the critical path
gt You must enter actual schedule information to compare planned and actual progress
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
40
Program Evaluation and Review Technique (PERT)
gt PERT is a network analysis technique used to estimate project duration when there is a high degree of uncertainty about the individual activity duration estimates
gt PERT uses probabilistic time estimatesbull Duration estimates based on using optimistic most likely
and pessimistic estimates of activity durations or a three- point estimate
41
PERT Formula and Examplegt PERT weighted average =
optimistic time + 4X most likely time + pessimistic time6
gt ExamplePERT weighted average =8 workdays + 4 X 10 workdays + 24 workdays = 12 days
6where optimistic time= 8 daysmost likely time = 10 dayspessimistic time = 24 days
Therefore yoursquod use 12 days on the network diagram instead of 10 when using PERT for the above example
42
Management Information Systems in PM
gt MS Officebull Wordbull Excelbull Visiobull Project 2003bull FrontPagebull PowerPointbull Access
gt Primaveragt ASP
bull Application tailored for clientrsquos needs
gt Open Source Softwaregt hellip
43
44
九大知識領域
gt Project Integration Management
gt Core Knowledge [main focus in this two lectures]bull Project Scope Managementbull Project Time Managementbull Project Cost Managementbull Project Quality Management
gt Facilitating Knowledge [introduction only]bull Project Human Resource managementbull Project Communication Managementbull Project Risk Managementbull Project Procurement Management
45
Project Integration Management Processes
gt Develop the project charter Work with stakeholders to create the document that formally authorizes a projectmdashthe charter
gt Develop the preliminary project scope statement Work with stakeholders especially users of the projectrsquos products services or results to develop the high-level scope requirements and create a preliminary project scope statement
gt Develop the project management plan Coordinate all planning efforts to create a consistent coherent documentmdashthe project management plan
Adobe Acrobat 70 Document
46
Project Integration Management Processes (contrsquod)
gt Direct and manage project execution Carry out the project management plan by performing the activities included in it
gt Monitor and control the project work Oversee project work to meet the performance objectives of the project
gt Perform integrated change control Coordinate changes that affect the projectrsquos deliverables and organizational process assets
gt Close the project Finalize all project activities to formally close the project
47
48
專案選擇與決策分析模式- Financial Analysis of Projects
gt Financial considerations are often an important aspect of the project selection process
gt Three primary methods for determining the projected financial value of projectsbull Net present value (NPV) analysis
bull Payback analysis
Microsoft Excel 工作表
Microsoft Excel 工作表
49
Return on investment (ROI)
Multiplyby thediscountfactor eachyear then subtract costs from cumulativebenefits toget NPV
ROI = (total discounted benefits - total discounted costs) discounted costs
50
Weighted Scoring Modelgt A weighted scoring model is a tool that
provides a systematic process for selecting projects based on many criteria
gt Steps in identifying a weighted scoring model1 Identify criteria important to the project selection
process2 Assign weights (percentages) to each criterion so they
add up to 100 percent3 Assign scores to each criterion for each project4 Multiply the scores by the weights to get the total
weighted scores
gt The higher the weighted score the better
51
Sample Weighted Scoring Model for Project Selection
52
What is Project Scope Management
gt Scope refers to all the work involved in creating the products of the project and the processes used to create them
gt A deliverable (交付標的) is a product produced as part of a project such as hardware or software planning documents or meeting minutes
gt Project scope management includes the processes involved in defining and controlling what is or is not included in a project
53
Project Scope Management Processes
gt Scope planning Key inputs include the project charter preliminary scope statement and project management plan
gt Scope definition Reviewing the project charter and preliminary scope statement and adding more information as requirements are developed and change requests are approved
gt Creating the WBS Subdividing the major project deliverables into smaller more manageable components
gt Scope verification Formalizing acceptance of the project scope Scope creep
gt Scope control Controlling changes to project scope
54
Sample Intranet WBS Organized by Product
55
Sample Intranet WBS Organized by Phase
56
Intranet WBS in Tabular Form10 Concept
11 Evaluate current systems12 Define requirements
121 Define user requirements122 Define content requirements123 Define system requirements124 Define server owner requirements
13 Define specific functionality14 Define risks and risk management approach15 Develop project plan16 Brief Web development team
20 Web Site Design30 Web Site Development40 Roll Out50 Support
57
Intranet WBS and Gantt Chart in Project 2000
58
Intranet Gantt Chart Organized by Project Management Process Groups
59
Resulting WBS in Chart Form
60
Scope Management Demo
Microsoft Project Document
How to input scope based on WBS
How to number activities
Output to VISIO
61
Project Time Management Processes
gt Activity definition Identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables
gt Activity sequencing Identifying and documenting the relationships between project activities
gt Activity resource estimating Estimating how many resources a project team should use to perform project activities
gt Activity duration estimating Estimating the number of work periods that are needed to complete individual activities
gt Schedule development Analyzing activity sequences activity resource estimates and activity duration estimates to create the project schedule
gt Schedule control Controlling and managing changes to the project schedule
62
Activity Sequencing
gt Involves reviewing activities and determining dependencies
gt A dependency or relationship relates to the sequencing of project activities or tasks
gt You must determine dependencies in order to use critical path analysis
63
Network Diagrams
gt Network diagrams are the preferred technique for showing activity sequencing
gt A network diagram is a schematic display of the logical relationships among or sequencing of project activities
gt Two main formats are the arrow and precedence diagramming methods
64
Sample PDM (Precedence Diagramming Method)
Network Diagram
65
Gantt Chartsgt Gantt charts provide a standard format for
displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format
gt Symbols includebull Black diamonds Milestones
bull Thick black bars Summary tasks
bull Lighter horizontal bars Durations of tasks
bull Arrows Dependencies between tasks
66
Gantt Chart for Software Launch Project
67
Adding Milestones to Gantt Charts
gt Many people like to focus on meeting milestones especially for large projects
gt Milestones emphasize important events or accomplishments in projects
gt You typically create milestone by entering tasks that have a zero duration or you can mark any task as a milestone
68
Sample Tracking Gantt Chart
69
Critical Path Method (CPM)gt CPM is a network diagramming technique used to
predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
70
Estimate Activity Duration
AIB
AOA
Source Successful PM
71
Case Study Development of a Web-based IS
Requested to complete in 50 days
Source Successful PM
72
Forward Path ES amp EF
Source Successful PM
73
Backward Path LS amp LF
Source Successful PM
74
Summary Table
TF = LF ndash EF
= LS - ES
Critical path can be determined by the least TF
This project schedule should be shortened by 9 days to meet the ownerrsquos need
75
Critical Path
Source Successful PM
76
Using the Critical Path to Shorten a Project Schedule
gt Three main techniques for shortening schedules
bull Shortening the duration of critical activities or tasks by adding more resources or changing their scope
bull Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost
bull Fast tracking activities by doing them in parallel or overlapping them
77
Words of Caution on Using Project Management Softwaregt Many people misuse project management
software because they donrsquot understand important concepts and have not had training
gt You must enter dependencies to have dates adjust automatically and to determine the critical path
gt You must enter actual schedule information to compare planned and actual progress
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
41
PERT Formula and Examplegt PERT weighted average =
optimistic time + 4X most likely time + pessimistic time6
gt ExamplePERT weighted average =8 workdays + 4 X 10 workdays + 24 workdays = 12 days
6where optimistic time= 8 daysmost likely time = 10 dayspessimistic time = 24 days
Therefore yoursquod use 12 days on the network diagram instead of 10 when using PERT for the above example
42
Management Information Systems in PM
gt MS Officebull Wordbull Excelbull Visiobull Project 2003bull FrontPagebull PowerPointbull Access
gt Primaveragt ASP
bull Application tailored for clientrsquos needs
gt Open Source Softwaregt hellip
43
44
九大知識領域
gt Project Integration Management
gt Core Knowledge [main focus in this two lectures]bull Project Scope Managementbull Project Time Managementbull Project Cost Managementbull Project Quality Management
gt Facilitating Knowledge [introduction only]bull Project Human Resource managementbull Project Communication Managementbull Project Risk Managementbull Project Procurement Management
45
Project Integration Management Processes
gt Develop the project charter Work with stakeholders to create the document that formally authorizes a projectmdashthe charter
gt Develop the preliminary project scope statement Work with stakeholders especially users of the projectrsquos products services or results to develop the high-level scope requirements and create a preliminary project scope statement
gt Develop the project management plan Coordinate all planning efforts to create a consistent coherent documentmdashthe project management plan
Adobe Acrobat 70 Document
46
Project Integration Management Processes (contrsquod)
gt Direct and manage project execution Carry out the project management plan by performing the activities included in it
gt Monitor and control the project work Oversee project work to meet the performance objectives of the project
gt Perform integrated change control Coordinate changes that affect the projectrsquos deliverables and organizational process assets
gt Close the project Finalize all project activities to formally close the project
47
48
專案選擇與決策分析模式- Financial Analysis of Projects
gt Financial considerations are often an important aspect of the project selection process
gt Three primary methods for determining the projected financial value of projectsbull Net present value (NPV) analysis
bull Payback analysis
Microsoft Excel 工作表
Microsoft Excel 工作表
49
Return on investment (ROI)
Multiplyby thediscountfactor eachyear then subtract costs from cumulativebenefits toget NPV
ROI = (total discounted benefits - total discounted costs) discounted costs
50
Weighted Scoring Modelgt A weighted scoring model is a tool that
provides a systematic process for selecting projects based on many criteria
gt Steps in identifying a weighted scoring model1 Identify criteria important to the project selection
process2 Assign weights (percentages) to each criterion so they
add up to 100 percent3 Assign scores to each criterion for each project4 Multiply the scores by the weights to get the total
weighted scores
gt The higher the weighted score the better
51
Sample Weighted Scoring Model for Project Selection
52
What is Project Scope Management
gt Scope refers to all the work involved in creating the products of the project and the processes used to create them
gt A deliverable (交付標的) is a product produced as part of a project such as hardware or software planning documents or meeting minutes
gt Project scope management includes the processes involved in defining and controlling what is or is not included in a project
53
Project Scope Management Processes
gt Scope planning Key inputs include the project charter preliminary scope statement and project management plan
gt Scope definition Reviewing the project charter and preliminary scope statement and adding more information as requirements are developed and change requests are approved
gt Creating the WBS Subdividing the major project deliverables into smaller more manageable components
gt Scope verification Formalizing acceptance of the project scope Scope creep
gt Scope control Controlling changes to project scope
54
Sample Intranet WBS Organized by Product
55
Sample Intranet WBS Organized by Phase
56
Intranet WBS in Tabular Form10 Concept
11 Evaluate current systems12 Define requirements
121 Define user requirements122 Define content requirements123 Define system requirements124 Define server owner requirements
13 Define specific functionality14 Define risks and risk management approach15 Develop project plan16 Brief Web development team
20 Web Site Design30 Web Site Development40 Roll Out50 Support
57
Intranet WBS and Gantt Chart in Project 2000
58
Intranet Gantt Chart Organized by Project Management Process Groups
59
Resulting WBS in Chart Form
60
Scope Management Demo
Microsoft Project Document
How to input scope based on WBS
How to number activities
Output to VISIO
61
Project Time Management Processes
gt Activity definition Identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables
gt Activity sequencing Identifying and documenting the relationships between project activities
gt Activity resource estimating Estimating how many resources a project team should use to perform project activities
gt Activity duration estimating Estimating the number of work periods that are needed to complete individual activities
gt Schedule development Analyzing activity sequences activity resource estimates and activity duration estimates to create the project schedule
gt Schedule control Controlling and managing changes to the project schedule
62
Activity Sequencing
gt Involves reviewing activities and determining dependencies
gt A dependency or relationship relates to the sequencing of project activities or tasks
gt You must determine dependencies in order to use critical path analysis
63
Network Diagrams
gt Network diagrams are the preferred technique for showing activity sequencing
gt A network diagram is a schematic display of the logical relationships among or sequencing of project activities
gt Two main formats are the arrow and precedence diagramming methods
64
Sample PDM (Precedence Diagramming Method)
Network Diagram
65
Gantt Chartsgt Gantt charts provide a standard format for
displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format
gt Symbols includebull Black diamonds Milestones
bull Thick black bars Summary tasks
bull Lighter horizontal bars Durations of tasks
bull Arrows Dependencies between tasks
66
Gantt Chart for Software Launch Project
67
Adding Milestones to Gantt Charts
gt Many people like to focus on meeting milestones especially for large projects
gt Milestones emphasize important events or accomplishments in projects
gt You typically create milestone by entering tasks that have a zero duration or you can mark any task as a milestone
68
Sample Tracking Gantt Chart
69
Critical Path Method (CPM)gt CPM is a network diagramming technique used to
predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
70
Estimate Activity Duration
AIB
AOA
Source Successful PM
71
Case Study Development of a Web-based IS
Requested to complete in 50 days
Source Successful PM
72
Forward Path ES amp EF
Source Successful PM
73
Backward Path LS amp LF
Source Successful PM
74
Summary Table
TF = LF ndash EF
= LS - ES
Critical path can be determined by the least TF
This project schedule should be shortened by 9 days to meet the ownerrsquos need
75
Critical Path
Source Successful PM
76
Using the Critical Path to Shorten a Project Schedule
gt Three main techniques for shortening schedules
bull Shortening the duration of critical activities or tasks by adding more resources or changing their scope
bull Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost
bull Fast tracking activities by doing them in parallel or overlapping them
77
Words of Caution on Using Project Management Softwaregt Many people misuse project management
software because they donrsquot understand important concepts and have not had training
gt You must enter dependencies to have dates adjust automatically and to determine the critical path
gt You must enter actual schedule information to compare planned and actual progress
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
42
Management Information Systems in PM
gt MS Officebull Wordbull Excelbull Visiobull Project 2003bull FrontPagebull PowerPointbull Access
gt Primaveragt ASP
bull Application tailored for clientrsquos needs
gt Open Source Softwaregt hellip
43
44
九大知識領域
gt Project Integration Management
gt Core Knowledge [main focus in this two lectures]bull Project Scope Managementbull Project Time Managementbull Project Cost Managementbull Project Quality Management
gt Facilitating Knowledge [introduction only]bull Project Human Resource managementbull Project Communication Managementbull Project Risk Managementbull Project Procurement Management
45
Project Integration Management Processes
gt Develop the project charter Work with stakeholders to create the document that formally authorizes a projectmdashthe charter
gt Develop the preliminary project scope statement Work with stakeholders especially users of the projectrsquos products services or results to develop the high-level scope requirements and create a preliminary project scope statement
gt Develop the project management plan Coordinate all planning efforts to create a consistent coherent documentmdashthe project management plan
Adobe Acrobat 70 Document
46
Project Integration Management Processes (contrsquod)
gt Direct and manage project execution Carry out the project management plan by performing the activities included in it
gt Monitor and control the project work Oversee project work to meet the performance objectives of the project
gt Perform integrated change control Coordinate changes that affect the projectrsquos deliverables and organizational process assets
gt Close the project Finalize all project activities to formally close the project
47
48
專案選擇與決策分析模式- Financial Analysis of Projects
gt Financial considerations are often an important aspect of the project selection process
gt Three primary methods for determining the projected financial value of projectsbull Net present value (NPV) analysis
bull Payback analysis
Microsoft Excel 工作表
Microsoft Excel 工作表
49
Return on investment (ROI)
Multiplyby thediscountfactor eachyear then subtract costs from cumulativebenefits toget NPV
ROI = (total discounted benefits - total discounted costs) discounted costs
50
Weighted Scoring Modelgt A weighted scoring model is a tool that
provides a systematic process for selecting projects based on many criteria
gt Steps in identifying a weighted scoring model1 Identify criteria important to the project selection
process2 Assign weights (percentages) to each criterion so they
add up to 100 percent3 Assign scores to each criterion for each project4 Multiply the scores by the weights to get the total
weighted scores
gt The higher the weighted score the better
51
Sample Weighted Scoring Model for Project Selection
52
What is Project Scope Management
gt Scope refers to all the work involved in creating the products of the project and the processes used to create them
gt A deliverable (交付標的) is a product produced as part of a project such as hardware or software planning documents or meeting minutes
gt Project scope management includes the processes involved in defining and controlling what is or is not included in a project
53
Project Scope Management Processes
gt Scope planning Key inputs include the project charter preliminary scope statement and project management plan
gt Scope definition Reviewing the project charter and preliminary scope statement and adding more information as requirements are developed and change requests are approved
gt Creating the WBS Subdividing the major project deliverables into smaller more manageable components
gt Scope verification Formalizing acceptance of the project scope Scope creep
gt Scope control Controlling changes to project scope
54
Sample Intranet WBS Organized by Product
55
Sample Intranet WBS Organized by Phase
56
Intranet WBS in Tabular Form10 Concept
11 Evaluate current systems12 Define requirements
121 Define user requirements122 Define content requirements123 Define system requirements124 Define server owner requirements
13 Define specific functionality14 Define risks and risk management approach15 Develop project plan16 Brief Web development team
20 Web Site Design30 Web Site Development40 Roll Out50 Support
57
Intranet WBS and Gantt Chart in Project 2000
58
Intranet Gantt Chart Organized by Project Management Process Groups
59
Resulting WBS in Chart Form
60
Scope Management Demo
Microsoft Project Document
How to input scope based on WBS
How to number activities
Output to VISIO
61
Project Time Management Processes
gt Activity definition Identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables
gt Activity sequencing Identifying and documenting the relationships between project activities
gt Activity resource estimating Estimating how many resources a project team should use to perform project activities
gt Activity duration estimating Estimating the number of work periods that are needed to complete individual activities
gt Schedule development Analyzing activity sequences activity resource estimates and activity duration estimates to create the project schedule
gt Schedule control Controlling and managing changes to the project schedule
62
Activity Sequencing
gt Involves reviewing activities and determining dependencies
gt A dependency or relationship relates to the sequencing of project activities or tasks
gt You must determine dependencies in order to use critical path analysis
63
Network Diagrams
gt Network diagrams are the preferred technique for showing activity sequencing
gt A network diagram is a schematic display of the logical relationships among or sequencing of project activities
gt Two main formats are the arrow and precedence diagramming methods
64
Sample PDM (Precedence Diagramming Method)
Network Diagram
65
Gantt Chartsgt Gantt charts provide a standard format for
displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format
gt Symbols includebull Black diamonds Milestones
bull Thick black bars Summary tasks
bull Lighter horizontal bars Durations of tasks
bull Arrows Dependencies between tasks
66
Gantt Chart for Software Launch Project
67
Adding Milestones to Gantt Charts
gt Many people like to focus on meeting milestones especially for large projects
gt Milestones emphasize important events or accomplishments in projects
gt You typically create milestone by entering tasks that have a zero duration or you can mark any task as a milestone
68
Sample Tracking Gantt Chart
69
Critical Path Method (CPM)gt CPM is a network diagramming technique used to
predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
70
Estimate Activity Duration
AIB
AOA
Source Successful PM
71
Case Study Development of a Web-based IS
Requested to complete in 50 days
Source Successful PM
72
Forward Path ES amp EF
Source Successful PM
73
Backward Path LS amp LF
Source Successful PM
74
Summary Table
TF = LF ndash EF
= LS - ES
Critical path can be determined by the least TF
This project schedule should be shortened by 9 days to meet the ownerrsquos need
75
Critical Path
Source Successful PM
76
Using the Critical Path to Shorten a Project Schedule
gt Three main techniques for shortening schedules
bull Shortening the duration of critical activities or tasks by adding more resources or changing their scope
bull Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost
bull Fast tracking activities by doing them in parallel or overlapping them
77
Words of Caution on Using Project Management Softwaregt Many people misuse project management
software because they donrsquot understand important concepts and have not had training
gt You must enter dependencies to have dates adjust automatically and to determine the critical path
gt You must enter actual schedule information to compare planned and actual progress
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
43
44
九大知識領域
gt Project Integration Management
gt Core Knowledge [main focus in this two lectures]bull Project Scope Managementbull Project Time Managementbull Project Cost Managementbull Project Quality Management
gt Facilitating Knowledge [introduction only]bull Project Human Resource managementbull Project Communication Managementbull Project Risk Managementbull Project Procurement Management
45
Project Integration Management Processes
gt Develop the project charter Work with stakeholders to create the document that formally authorizes a projectmdashthe charter
gt Develop the preliminary project scope statement Work with stakeholders especially users of the projectrsquos products services or results to develop the high-level scope requirements and create a preliminary project scope statement
gt Develop the project management plan Coordinate all planning efforts to create a consistent coherent documentmdashthe project management plan
Adobe Acrobat 70 Document
46
Project Integration Management Processes (contrsquod)
gt Direct and manage project execution Carry out the project management plan by performing the activities included in it
gt Monitor and control the project work Oversee project work to meet the performance objectives of the project
gt Perform integrated change control Coordinate changes that affect the projectrsquos deliverables and organizational process assets
gt Close the project Finalize all project activities to formally close the project
47
48
專案選擇與決策分析模式- Financial Analysis of Projects
gt Financial considerations are often an important aspect of the project selection process
gt Three primary methods for determining the projected financial value of projectsbull Net present value (NPV) analysis
bull Payback analysis
Microsoft Excel 工作表
Microsoft Excel 工作表
49
Return on investment (ROI)
Multiplyby thediscountfactor eachyear then subtract costs from cumulativebenefits toget NPV
ROI = (total discounted benefits - total discounted costs) discounted costs
50
Weighted Scoring Modelgt A weighted scoring model is a tool that
provides a systematic process for selecting projects based on many criteria
gt Steps in identifying a weighted scoring model1 Identify criteria important to the project selection
process2 Assign weights (percentages) to each criterion so they
add up to 100 percent3 Assign scores to each criterion for each project4 Multiply the scores by the weights to get the total
weighted scores
gt The higher the weighted score the better
51
Sample Weighted Scoring Model for Project Selection
52
What is Project Scope Management
gt Scope refers to all the work involved in creating the products of the project and the processes used to create them
gt A deliverable (交付標的) is a product produced as part of a project such as hardware or software planning documents or meeting minutes
gt Project scope management includes the processes involved in defining and controlling what is or is not included in a project
53
Project Scope Management Processes
gt Scope planning Key inputs include the project charter preliminary scope statement and project management plan
gt Scope definition Reviewing the project charter and preliminary scope statement and adding more information as requirements are developed and change requests are approved
gt Creating the WBS Subdividing the major project deliverables into smaller more manageable components
gt Scope verification Formalizing acceptance of the project scope Scope creep
gt Scope control Controlling changes to project scope
54
Sample Intranet WBS Organized by Product
55
Sample Intranet WBS Organized by Phase
56
Intranet WBS in Tabular Form10 Concept
11 Evaluate current systems12 Define requirements
121 Define user requirements122 Define content requirements123 Define system requirements124 Define server owner requirements
13 Define specific functionality14 Define risks and risk management approach15 Develop project plan16 Brief Web development team
20 Web Site Design30 Web Site Development40 Roll Out50 Support
57
Intranet WBS and Gantt Chart in Project 2000
58
Intranet Gantt Chart Organized by Project Management Process Groups
59
Resulting WBS in Chart Form
60
Scope Management Demo
Microsoft Project Document
How to input scope based on WBS
How to number activities
Output to VISIO
61
Project Time Management Processes
gt Activity definition Identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables
gt Activity sequencing Identifying and documenting the relationships between project activities
gt Activity resource estimating Estimating how many resources a project team should use to perform project activities
gt Activity duration estimating Estimating the number of work periods that are needed to complete individual activities
gt Schedule development Analyzing activity sequences activity resource estimates and activity duration estimates to create the project schedule
gt Schedule control Controlling and managing changes to the project schedule
62
Activity Sequencing
gt Involves reviewing activities and determining dependencies
gt A dependency or relationship relates to the sequencing of project activities or tasks
gt You must determine dependencies in order to use critical path analysis
63
Network Diagrams
gt Network diagrams are the preferred technique for showing activity sequencing
gt A network diagram is a schematic display of the logical relationships among or sequencing of project activities
gt Two main formats are the arrow and precedence diagramming methods
64
Sample PDM (Precedence Diagramming Method)
Network Diagram
65
Gantt Chartsgt Gantt charts provide a standard format for
displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format
gt Symbols includebull Black diamonds Milestones
bull Thick black bars Summary tasks
bull Lighter horizontal bars Durations of tasks
bull Arrows Dependencies between tasks
66
Gantt Chart for Software Launch Project
67
Adding Milestones to Gantt Charts
gt Many people like to focus on meeting milestones especially for large projects
gt Milestones emphasize important events or accomplishments in projects
gt You typically create milestone by entering tasks that have a zero duration or you can mark any task as a milestone
68
Sample Tracking Gantt Chart
69
Critical Path Method (CPM)gt CPM is a network diagramming technique used to
predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
70
Estimate Activity Duration
AIB
AOA
Source Successful PM
71
Case Study Development of a Web-based IS
Requested to complete in 50 days
Source Successful PM
72
Forward Path ES amp EF
Source Successful PM
73
Backward Path LS amp LF
Source Successful PM
74
Summary Table
TF = LF ndash EF
= LS - ES
Critical path can be determined by the least TF
This project schedule should be shortened by 9 days to meet the ownerrsquos need
75
Critical Path
Source Successful PM
76
Using the Critical Path to Shorten a Project Schedule
gt Three main techniques for shortening schedules
bull Shortening the duration of critical activities or tasks by adding more resources or changing their scope
bull Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost
bull Fast tracking activities by doing them in parallel or overlapping them
77
Words of Caution on Using Project Management Softwaregt Many people misuse project management
software because they donrsquot understand important concepts and have not had training
gt You must enter dependencies to have dates adjust automatically and to determine the critical path
gt You must enter actual schedule information to compare planned and actual progress
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
44
九大知識領域
gt Project Integration Management
gt Core Knowledge [main focus in this two lectures]bull Project Scope Managementbull Project Time Managementbull Project Cost Managementbull Project Quality Management
gt Facilitating Knowledge [introduction only]bull Project Human Resource managementbull Project Communication Managementbull Project Risk Managementbull Project Procurement Management
45
Project Integration Management Processes
gt Develop the project charter Work with stakeholders to create the document that formally authorizes a projectmdashthe charter
gt Develop the preliminary project scope statement Work with stakeholders especially users of the projectrsquos products services or results to develop the high-level scope requirements and create a preliminary project scope statement
gt Develop the project management plan Coordinate all planning efforts to create a consistent coherent documentmdashthe project management plan
Adobe Acrobat 70 Document
46
Project Integration Management Processes (contrsquod)
gt Direct and manage project execution Carry out the project management plan by performing the activities included in it
gt Monitor and control the project work Oversee project work to meet the performance objectives of the project
gt Perform integrated change control Coordinate changes that affect the projectrsquos deliverables and organizational process assets
gt Close the project Finalize all project activities to formally close the project
47
48
專案選擇與決策分析模式- Financial Analysis of Projects
gt Financial considerations are often an important aspect of the project selection process
gt Three primary methods for determining the projected financial value of projectsbull Net present value (NPV) analysis
bull Payback analysis
Microsoft Excel 工作表
Microsoft Excel 工作表
49
Return on investment (ROI)
Multiplyby thediscountfactor eachyear then subtract costs from cumulativebenefits toget NPV
ROI = (total discounted benefits - total discounted costs) discounted costs
50
Weighted Scoring Modelgt A weighted scoring model is a tool that
provides a systematic process for selecting projects based on many criteria
gt Steps in identifying a weighted scoring model1 Identify criteria important to the project selection
process2 Assign weights (percentages) to each criterion so they
add up to 100 percent3 Assign scores to each criterion for each project4 Multiply the scores by the weights to get the total
weighted scores
gt The higher the weighted score the better
51
Sample Weighted Scoring Model for Project Selection
52
What is Project Scope Management
gt Scope refers to all the work involved in creating the products of the project and the processes used to create them
gt A deliverable (交付標的) is a product produced as part of a project such as hardware or software planning documents or meeting minutes
gt Project scope management includes the processes involved in defining and controlling what is or is not included in a project
53
Project Scope Management Processes
gt Scope planning Key inputs include the project charter preliminary scope statement and project management plan
gt Scope definition Reviewing the project charter and preliminary scope statement and adding more information as requirements are developed and change requests are approved
gt Creating the WBS Subdividing the major project deliverables into smaller more manageable components
gt Scope verification Formalizing acceptance of the project scope Scope creep
gt Scope control Controlling changes to project scope
54
Sample Intranet WBS Organized by Product
55
Sample Intranet WBS Organized by Phase
56
Intranet WBS in Tabular Form10 Concept
11 Evaluate current systems12 Define requirements
121 Define user requirements122 Define content requirements123 Define system requirements124 Define server owner requirements
13 Define specific functionality14 Define risks and risk management approach15 Develop project plan16 Brief Web development team
20 Web Site Design30 Web Site Development40 Roll Out50 Support
57
Intranet WBS and Gantt Chart in Project 2000
58
Intranet Gantt Chart Organized by Project Management Process Groups
59
Resulting WBS in Chart Form
60
Scope Management Demo
Microsoft Project Document
How to input scope based on WBS
How to number activities
Output to VISIO
61
Project Time Management Processes
gt Activity definition Identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables
gt Activity sequencing Identifying and documenting the relationships between project activities
gt Activity resource estimating Estimating how many resources a project team should use to perform project activities
gt Activity duration estimating Estimating the number of work periods that are needed to complete individual activities
gt Schedule development Analyzing activity sequences activity resource estimates and activity duration estimates to create the project schedule
gt Schedule control Controlling and managing changes to the project schedule
62
Activity Sequencing
gt Involves reviewing activities and determining dependencies
gt A dependency or relationship relates to the sequencing of project activities or tasks
gt You must determine dependencies in order to use critical path analysis
63
Network Diagrams
gt Network diagrams are the preferred technique for showing activity sequencing
gt A network diagram is a schematic display of the logical relationships among or sequencing of project activities
gt Two main formats are the arrow and precedence diagramming methods
64
Sample PDM (Precedence Diagramming Method)
Network Diagram
65
Gantt Chartsgt Gantt charts provide a standard format for
displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format
gt Symbols includebull Black diamonds Milestones
bull Thick black bars Summary tasks
bull Lighter horizontal bars Durations of tasks
bull Arrows Dependencies between tasks
66
Gantt Chart for Software Launch Project
67
Adding Milestones to Gantt Charts
gt Many people like to focus on meeting milestones especially for large projects
gt Milestones emphasize important events or accomplishments in projects
gt You typically create milestone by entering tasks that have a zero duration or you can mark any task as a milestone
68
Sample Tracking Gantt Chart
69
Critical Path Method (CPM)gt CPM is a network diagramming technique used to
predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
70
Estimate Activity Duration
AIB
AOA
Source Successful PM
71
Case Study Development of a Web-based IS
Requested to complete in 50 days
Source Successful PM
72
Forward Path ES amp EF
Source Successful PM
73
Backward Path LS amp LF
Source Successful PM
74
Summary Table
TF = LF ndash EF
= LS - ES
Critical path can be determined by the least TF
This project schedule should be shortened by 9 days to meet the ownerrsquos need
75
Critical Path
Source Successful PM
76
Using the Critical Path to Shorten a Project Schedule
gt Three main techniques for shortening schedules
bull Shortening the duration of critical activities or tasks by adding more resources or changing their scope
bull Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost
bull Fast tracking activities by doing them in parallel or overlapping them
77
Words of Caution on Using Project Management Softwaregt Many people misuse project management
software because they donrsquot understand important concepts and have not had training
gt You must enter dependencies to have dates adjust automatically and to determine the critical path
gt You must enter actual schedule information to compare planned and actual progress
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
45
Project Integration Management Processes
gt Develop the project charter Work with stakeholders to create the document that formally authorizes a projectmdashthe charter
gt Develop the preliminary project scope statement Work with stakeholders especially users of the projectrsquos products services or results to develop the high-level scope requirements and create a preliminary project scope statement
gt Develop the project management plan Coordinate all planning efforts to create a consistent coherent documentmdashthe project management plan
Adobe Acrobat 70 Document
46
Project Integration Management Processes (contrsquod)
gt Direct and manage project execution Carry out the project management plan by performing the activities included in it
gt Monitor and control the project work Oversee project work to meet the performance objectives of the project
gt Perform integrated change control Coordinate changes that affect the projectrsquos deliverables and organizational process assets
gt Close the project Finalize all project activities to formally close the project
47
48
專案選擇與決策分析模式- Financial Analysis of Projects
gt Financial considerations are often an important aspect of the project selection process
gt Three primary methods for determining the projected financial value of projectsbull Net present value (NPV) analysis
bull Payback analysis
Microsoft Excel 工作表
Microsoft Excel 工作表
49
Return on investment (ROI)
Multiplyby thediscountfactor eachyear then subtract costs from cumulativebenefits toget NPV
ROI = (total discounted benefits - total discounted costs) discounted costs
50
Weighted Scoring Modelgt A weighted scoring model is a tool that
provides a systematic process for selecting projects based on many criteria
gt Steps in identifying a weighted scoring model1 Identify criteria important to the project selection
process2 Assign weights (percentages) to each criterion so they
add up to 100 percent3 Assign scores to each criterion for each project4 Multiply the scores by the weights to get the total
weighted scores
gt The higher the weighted score the better
51
Sample Weighted Scoring Model for Project Selection
52
What is Project Scope Management
gt Scope refers to all the work involved in creating the products of the project and the processes used to create them
gt A deliverable (交付標的) is a product produced as part of a project such as hardware or software planning documents or meeting minutes
gt Project scope management includes the processes involved in defining and controlling what is or is not included in a project
53
Project Scope Management Processes
gt Scope planning Key inputs include the project charter preliminary scope statement and project management plan
gt Scope definition Reviewing the project charter and preliminary scope statement and adding more information as requirements are developed and change requests are approved
gt Creating the WBS Subdividing the major project deliverables into smaller more manageable components
gt Scope verification Formalizing acceptance of the project scope Scope creep
gt Scope control Controlling changes to project scope
54
Sample Intranet WBS Organized by Product
55
Sample Intranet WBS Organized by Phase
56
Intranet WBS in Tabular Form10 Concept
11 Evaluate current systems12 Define requirements
121 Define user requirements122 Define content requirements123 Define system requirements124 Define server owner requirements
13 Define specific functionality14 Define risks and risk management approach15 Develop project plan16 Brief Web development team
20 Web Site Design30 Web Site Development40 Roll Out50 Support
57
Intranet WBS and Gantt Chart in Project 2000
58
Intranet Gantt Chart Organized by Project Management Process Groups
59
Resulting WBS in Chart Form
60
Scope Management Demo
Microsoft Project Document
How to input scope based on WBS
How to number activities
Output to VISIO
61
Project Time Management Processes
gt Activity definition Identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables
gt Activity sequencing Identifying and documenting the relationships between project activities
gt Activity resource estimating Estimating how many resources a project team should use to perform project activities
gt Activity duration estimating Estimating the number of work periods that are needed to complete individual activities
gt Schedule development Analyzing activity sequences activity resource estimates and activity duration estimates to create the project schedule
gt Schedule control Controlling and managing changes to the project schedule
62
Activity Sequencing
gt Involves reviewing activities and determining dependencies
gt A dependency or relationship relates to the sequencing of project activities or tasks
gt You must determine dependencies in order to use critical path analysis
63
Network Diagrams
gt Network diagrams are the preferred technique for showing activity sequencing
gt A network diagram is a schematic display of the logical relationships among or sequencing of project activities
gt Two main formats are the arrow and precedence diagramming methods
64
Sample PDM (Precedence Diagramming Method)
Network Diagram
65
Gantt Chartsgt Gantt charts provide a standard format for
displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format
gt Symbols includebull Black diamonds Milestones
bull Thick black bars Summary tasks
bull Lighter horizontal bars Durations of tasks
bull Arrows Dependencies between tasks
66
Gantt Chart for Software Launch Project
67
Adding Milestones to Gantt Charts
gt Many people like to focus on meeting milestones especially for large projects
gt Milestones emphasize important events or accomplishments in projects
gt You typically create milestone by entering tasks that have a zero duration or you can mark any task as a milestone
68
Sample Tracking Gantt Chart
69
Critical Path Method (CPM)gt CPM is a network diagramming technique used to
predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
70
Estimate Activity Duration
AIB
AOA
Source Successful PM
71
Case Study Development of a Web-based IS
Requested to complete in 50 days
Source Successful PM
72
Forward Path ES amp EF
Source Successful PM
73
Backward Path LS amp LF
Source Successful PM
74
Summary Table
TF = LF ndash EF
= LS - ES
Critical path can be determined by the least TF
This project schedule should be shortened by 9 days to meet the ownerrsquos need
75
Critical Path
Source Successful PM
76
Using the Critical Path to Shorten a Project Schedule
gt Three main techniques for shortening schedules
bull Shortening the duration of critical activities or tasks by adding more resources or changing their scope
bull Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost
bull Fast tracking activities by doing them in parallel or overlapping them
77
Words of Caution on Using Project Management Softwaregt Many people misuse project management
software because they donrsquot understand important concepts and have not had training
gt You must enter dependencies to have dates adjust automatically and to determine the critical path
gt You must enter actual schedule information to compare planned and actual progress
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
46
Project Integration Management Processes (contrsquod)
gt Direct and manage project execution Carry out the project management plan by performing the activities included in it
gt Monitor and control the project work Oversee project work to meet the performance objectives of the project
gt Perform integrated change control Coordinate changes that affect the projectrsquos deliverables and organizational process assets
gt Close the project Finalize all project activities to formally close the project
47
48
專案選擇與決策分析模式- Financial Analysis of Projects
gt Financial considerations are often an important aspect of the project selection process
gt Three primary methods for determining the projected financial value of projectsbull Net present value (NPV) analysis
bull Payback analysis
Microsoft Excel 工作表
Microsoft Excel 工作表
49
Return on investment (ROI)
Multiplyby thediscountfactor eachyear then subtract costs from cumulativebenefits toget NPV
ROI = (total discounted benefits - total discounted costs) discounted costs
50
Weighted Scoring Modelgt A weighted scoring model is a tool that
provides a systematic process for selecting projects based on many criteria
gt Steps in identifying a weighted scoring model1 Identify criteria important to the project selection
process2 Assign weights (percentages) to each criterion so they
add up to 100 percent3 Assign scores to each criterion for each project4 Multiply the scores by the weights to get the total
weighted scores
gt The higher the weighted score the better
51
Sample Weighted Scoring Model for Project Selection
52
What is Project Scope Management
gt Scope refers to all the work involved in creating the products of the project and the processes used to create them
gt A deliverable (交付標的) is a product produced as part of a project such as hardware or software planning documents or meeting minutes
gt Project scope management includes the processes involved in defining and controlling what is or is not included in a project
53
Project Scope Management Processes
gt Scope planning Key inputs include the project charter preliminary scope statement and project management plan
gt Scope definition Reviewing the project charter and preliminary scope statement and adding more information as requirements are developed and change requests are approved
gt Creating the WBS Subdividing the major project deliverables into smaller more manageable components
gt Scope verification Formalizing acceptance of the project scope Scope creep
gt Scope control Controlling changes to project scope
54
Sample Intranet WBS Organized by Product
55
Sample Intranet WBS Organized by Phase
56
Intranet WBS in Tabular Form10 Concept
11 Evaluate current systems12 Define requirements
121 Define user requirements122 Define content requirements123 Define system requirements124 Define server owner requirements
13 Define specific functionality14 Define risks and risk management approach15 Develop project plan16 Brief Web development team
20 Web Site Design30 Web Site Development40 Roll Out50 Support
57
Intranet WBS and Gantt Chart in Project 2000
58
Intranet Gantt Chart Organized by Project Management Process Groups
59
Resulting WBS in Chart Form
60
Scope Management Demo
Microsoft Project Document
How to input scope based on WBS
How to number activities
Output to VISIO
61
Project Time Management Processes
gt Activity definition Identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables
gt Activity sequencing Identifying and documenting the relationships between project activities
gt Activity resource estimating Estimating how many resources a project team should use to perform project activities
gt Activity duration estimating Estimating the number of work periods that are needed to complete individual activities
gt Schedule development Analyzing activity sequences activity resource estimates and activity duration estimates to create the project schedule
gt Schedule control Controlling and managing changes to the project schedule
62
Activity Sequencing
gt Involves reviewing activities and determining dependencies
gt A dependency or relationship relates to the sequencing of project activities or tasks
gt You must determine dependencies in order to use critical path analysis
63
Network Diagrams
gt Network diagrams are the preferred technique for showing activity sequencing
gt A network diagram is a schematic display of the logical relationships among or sequencing of project activities
gt Two main formats are the arrow and precedence diagramming methods
64
Sample PDM (Precedence Diagramming Method)
Network Diagram
65
Gantt Chartsgt Gantt charts provide a standard format for
displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format
gt Symbols includebull Black diamonds Milestones
bull Thick black bars Summary tasks
bull Lighter horizontal bars Durations of tasks
bull Arrows Dependencies between tasks
66
Gantt Chart for Software Launch Project
67
Adding Milestones to Gantt Charts
gt Many people like to focus on meeting milestones especially for large projects
gt Milestones emphasize important events or accomplishments in projects
gt You typically create milestone by entering tasks that have a zero duration or you can mark any task as a milestone
68
Sample Tracking Gantt Chart
69
Critical Path Method (CPM)gt CPM is a network diagramming technique used to
predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
70
Estimate Activity Duration
AIB
AOA
Source Successful PM
71
Case Study Development of a Web-based IS
Requested to complete in 50 days
Source Successful PM
72
Forward Path ES amp EF
Source Successful PM
73
Backward Path LS amp LF
Source Successful PM
74
Summary Table
TF = LF ndash EF
= LS - ES
Critical path can be determined by the least TF
This project schedule should be shortened by 9 days to meet the ownerrsquos need
75
Critical Path
Source Successful PM
76
Using the Critical Path to Shorten a Project Schedule
gt Three main techniques for shortening schedules
bull Shortening the duration of critical activities or tasks by adding more resources or changing their scope
bull Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost
bull Fast tracking activities by doing them in parallel or overlapping them
77
Words of Caution on Using Project Management Softwaregt Many people misuse project management
software because they donrsquot understand important concepts and have not had training
gt You must enter dependencies to have dates adjust automatically and to determine the critical path
gt You must enter actual schedule information to compare planned and actual progress
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
47
48
專案選擇與決策分析模式- Financial Analysis of Projects
gt Financial considerations are often an important aspect of the project selection process
gt Three primary methods for determining the projected financial value of projectsbull Net present value (NPV) analysis
bull Payback analysis
Microsoft Excel 工作表
Microsoft Excel 工作表
49
Return on investment (ROI)
Multiplyby thediscountfactor eachyear then subtract costs from cumulativebenefits toget NPV
ROI = (total discounted benefits - total discounted costs) discounted costs
50
Weighted Scoring Modelgt A weighted scoring model is a tool that
provides a systematic process for selecting projects based on many criteria
gt Steps in identifying a weighted scoring model1 Identify criteria important to the project selection
process2 Assign weights (percentages) to each criterion so they
add up to 100 percent3 Assign scores to each criterion for each project4 Multiply the scores by the weights to get the total
weighted scores
gt The higher the weighted score the better
51
Sample Weighted Scoring Model for Project Selection
52
What is Project Scope Management
gt Scope refers to all the work involved in creating the products of the project and the processes used to create them
gt A deliverable (交付標的) is a product produced as part of a project such as hardware or software planning documents or meeting minutes
gt Project scope management includes the processes involved in defining and controlling what is or is not included in a project
53
Project Scope Management Processes
gt Scope planning Key inputs include the project charter preliminary scope statement and project management plan
gt Scope definition Reviewing the project charter and preliminary scope statement and adding more information as requirements are developed and change requests are approved
gt Creating the WBS Subdividing the major project deliverables into smaller more manageable components
gt Scope verification Formalizing acceptance of the project scope Scope creep
gt Scope control Controlling changes to project scope
54
Sample Intranet WBS Organized by Product
55
Sample Intranet WBS Organized by Phase
56
Intranet WBS in Tabular Form10 Concept
11 Evaluate current systems12 Define requirements
121 Define user requirements122 Define content requirements123 Define system requirements124 Define server owner requirements
13 Define specific functionality14 Define risks and risk management approach15 Develop project plan16 Brief Web development team
20 Web Site Design30 Web Site Development40 Roll Out50 Support
57
Intranet WBS and Gantt Chart in Project 2000
58
Intranet Gantt Chart Organized by Project Management Process Groups
59
Resulting WBS in Chart Form
60
Scope Management Demo
Microsoft Project Document
How to input scope based on WBS
How to number activities
Output to VISIO
61
Project Time Management Processes
gt Activity definition Identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables
gt Activity sequencing Identifying and documenting the relationships between project activities
gt Activity resource estimating Estimating how many resources a project team should use to perform project activities
gt Activity duration estimating Estimating the number of work periods that are needed to complete individual activities
gt Schedule development Analyzing activity sequences activity resource estimates and activity duration estimates to create the project schedule
gt Schedule control Controlling and managing changes to the project schedule
62
Activity Sequencing
gt Involves reviewing activities and determining dependencies
gt A dependency or relationship relates to the sequencing of project activities or tasks
gt You must determine dependencies in order to use critical path analysis
63
Network Diagrams
gt Network diagrams are the preferred technique for showing activity sequencing
gt A network diagram is a schematic display of the logical relationships among or sequencing of project activities
gt Two main formats are the arrow and precedence diagramming methods
64
Sample PDM (Precedence Diagramming Method)
Network Diagram
65
Gantt Chartsgt Gantt charts provide a standard format for
displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format
gt Symbols includebull Black diamonds Milestones
bull Thick black bars Summary tasks
bull Lighter horizontal bars Durations of tasks
bull Arrows Dependencies between tasks
66
Gantt Chart for Software Launch Project
67
Adding Milestones to Gantt Charts
gt Many people like to focus on meeting milestones especially for large projects
gt Milestones emphasize important events or accomplishments in projects
gt You typically create milestone by entering tasks that have a zero duration or you can mark any task as a milestone
68
Sample Tracking Gantt Chart
69
Critical Path Method (CPM)gt CPM is a network diagramming technique used to
predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
70
Estimate Activity Duration
AIB
AOA
Source Successful PM
71
Case Study Development of a Web-based IS
Requested to complete in 50 days
Source Successful PM
72
Forward Path ES amp EF
Source Successful PM
73
Backward Path LS amp LF
Source Successful PM
74
Summary Table
TF = LF ndash EF
= LS - ES
Critical path can be determined by the least TF
This project schedule should be shortened by 9 days to meet the ownerrsquos need
75
Critical Path
Source Successful PM
76
Using the Critical Path to Shorten a Project Schedule
gt Three main techniques for shortening schedules
bull Shortening the duration of critical activities or tasks by adding more resources or changing their scope
bull Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost
bull Fast tracking activities by doing them in parallel or overlapping them
77
Words of Caution on Using Project Management Softwaregt Many people misuse project management
software because they donrsquot understand important concepts and have not had training
gt You must enter dependencies to have dates adjust automatically and to determine the critical path
gt You must enter actual schedule information to compare planned and actual progress
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
48
專案選擇與決策分析模式- Financial Analysis of Projects
gt Financial considerations are often an important aspect of the project selection process
gt Three primary methods for determining the projected financial value of projectsbull Net present value (NPV) analysis
bull Payback analysis
Microsoft Excel 工作表
Microsoft Excel 工作表
49
Return on investment (ROI)
Multiplyby thediscountfactor eachyear then subtract costs from cumulativebenefits toget NPV
ROI = (total discounted benefits - total discounted costs) discounted costs
50
Weighted Scoring Modelgt A weighted scoring model is a tool that
provides a systematic process for selecting projects based on many criteria
gt Steps in identifying a weighted scoring model1 Identify criteria important to the project selection
process2 Assign weights (percentages) to each criterion so they
add up to 100 percent3 Assign scores to each criterion for each project4 Multiply the scores by the weights to get the total
weighted scores
gt The higher the weighted score the better
51
Sample Weighted Scoring Model for Project Selection
52
What is Project Scope Management
gt Scope refers to all the work involved in creating the products of the project and the processes used to create them
gt A deliverable (交付標的) is a product produced as part of a project such as hardware or software planning documents or meeting minutes
gt Project scope management includes the processes involved in defining and controlling what is or is not included in a project
53
Project Scope Management Processes
gt Scope planning Key inputs include the project charter preliminary scope statement and project management plan
gt Scope definition Reviewing the project charter and preliminary scope statement and adding more information as requirements are developed and change requests are approved
gt Creating the WBS Subdividing the major project deliverables into smaller more manageable components
gt Scope verification Formalizing acceptance of the project scope Scope creep
gt Scope control Controlling changes to project scope
54
Sample Intranet WBS Organized by Product
55
Sample Intranet WBS Organized by Phase
56
Intranet WBS in Tabular Form10 Concept
11 Evaluate current systems12 Define requirements
121 Define user requirements122 Define content requirements123 Define system requirements124 Define server owner requirements
13 Define specific functionality14 Define risks and risk management approach15 Develop project plan16 Brief Web development team
20 Web Site Design30 Web Site Development40 Roll Out50 Support
57
Intranet WBS and Gantt Chart in Project 2000
58
Intranet Gantt Chart Organized by Project Management Process Groups
59
Resulting WBS in Chart Form
60
Scope Management Demo
Microsoft Project Document
How to input scope based on WBS
How to number activities
Output to VISIO
61
Project Time Management Processes
gt Activity definition Identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables
gt Activity sequencing Identifying and documenting the relationships between project activities
gt Activity resource estimating Estimating how many resources a project team should use to perform project activities
gt Activity duration estimating Estimating the number of work periods that are needed to complete individual activities
gt Schedule development Analyzing activity sequences activity resource estimates and activity duration estimates to create the project schedule
gt Schedule control Controlling and managing changes to the project schedule
62
Activity Sequencing
gt Involves reviewing activities and determining dependencies
gt A dependency or relationship relates to the sequencing of project activities or tasks
gt You must determine dependencies in order to use critical path analysis
63
Network Diagrams
gt Network diagrams are the preferred technique for showing activity sequencing
gt A network diagram is a schematic display of the logical relationships among or sequencing of project activities
gt Two main formats are the arrow and precedence diagramming methods
64
Sample PDM (Precedence Diagramming Method)
Network Diagram
65
Gantt Chartsgt Gantt charts provide a standard format for
displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format
gt Symbols includebull Black diamonds Milestones
bull Thick black bars Summary tasks
bull Lighter horizontal bars Durations of tasks
bull Arrows Dependencies between tasks
66
Gantt Chart for Software Launch Project
67
Adding Milestones to Gantt Charts
gt Many people like to focus on meeting milestones especially for large projects
gt Milestones emphasize important events or accomplishments in projects
gt You typically create milestone by entering tasks that have a zero duration or you can mark any task as a milestone
68
Sample Tracking Gantt Chart
69
Critical Path Method (CPM)gt CPM is a network diagramming technique used to
predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
70
Estimate Activity Duration
AIB
AOA
Source Successful PM
71
Case Study Development of a Web-based IS
Requested to complete in 50 days
Source Successful PM
72
Forward Path ES amp EF
Source Successful PM
73
Backward Path LS amp LF
Source Successful PM
74
Summary Table
TF = LF ndash EF
= LS - ES
Critical path can be determined by the least TF
This project schedule should be shortened by 9 days to meet the ownerrsquos need
75
Critical Path
Source Successful PM
76
Using the Critical Path to Shorten a Project Schedule
gt Three main techniques for shortening schedules
bull Shortening the duration of critical activities or tasks by adding more resources or changing their scope
bull Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost
bull Fast tracking activities by doing them in parallel or overlapping them
77
Words of Caution on Using Project Management Softwaregt Many people misuse project management
software because they donrsquot understand important concepts and have not had training
gt You must enter dependencies to have dates adjust automatically and to determine the critical path
gt You must enter actual schedule information to compare planned and actual progress
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
49
Return on investment (ROI)
Multiplyby thediscountfactor eachyear then subtract costs from cumulativebenefits toget NPV
ROI = (total discounted benefits - total discounted costs) discounted costs
50
Weighted Scoring Modelgt A weighted scoring model is a tool that
provides a systematic process for selecting projects based on many criteria
gt Steps in identifying a weighted scoring model1 Identify criteria important to the project selection
process2 Assign weights (percentages) to each criterion so they
add up to 100 percent3 Assign scores to each criterion for each project4 Multiply the scores by the weights to get the total
weighted scores
gt The higher the weighted score the better
51
Sample Weighted Scoring Model for Project Selection
52
What is Project Scope Management
gt Scope refers to all the work involved in creating the products of the project and the processes used to create them
gt A deliverable (交付標的) is a product produced as part of a project such as hardware or software planning documents or meeting minutes
gt Project scope management includes the processes involved in defining and controlling what is or is not included in a project
53
Project Scope Management Processes
gt Scope planning Key inputs include the project charter preliminary scope statement and project management plan
gt Scope definition Reviewing the project charter and preliminary scope statement and adding more information as requirements are developed and change requests are approved
gt Creating the WBS Subdividing the major project deliverables into smaller more manageable components
gt Scope verification Formalizing acceptance of the project scope Scope creep
gt Scope control Controlling changes to project scope
54
Sample Intranet WBS Organized by Product
55
Sample Intranet WBS Organized by Phase
56
Intranet WBS in Tabular Form10 Concept
11 Evaluate current systems12 Define requirements
121 Define user requirements122 Define content requirements123 Define system requirements124 Define server owner requirements
13 Define specific functionality14 Define risks and risk management approach15 Develop project plan16 Brief Web development team
20 Web Site Design30 Web Site Development40 Roll Out50 Support
57
Intranet WBS and Gantt Chart in Project 2000
58
Intranet Gantt Chart Organized by Project Management Process Groups
59
Resulting WBS in Chart Form
60
Scope Management Demo
Microsoft Project Document
How to input scope based on WBS
How to number activities
Output to VISIO
61
Project Time Management Processes
gt Activity definition Identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables
gt Activity sequencing Identifying and documenting the relationships between project activities
gt Activity resource estimating Estimating how many resources a project team should use to perform project activities
gt Activity duration estimating Estimating the number of work periods that are needed to complete individual activities
gt Schedule development Analyzing activity sequences activity resource estimates and activity duration estimates to create the project schedule
gt Schedule control Controlling and managing changes to the project schedule
62
Activity Sequencing
gt Involves reviewing activities and determining dependencies
gt A dependency or relationship relates to the sequencing of project activities or tasks
gt You must determine dependencies in order to use critical path analysis
63
Network Diagrams
gt Network diagrams are the preferred technique for showing activity sequencing
gt A network diagram is a schematic display of the logical relationships among or sequencing of project activities
gt Two main formats are the arrow and precedence diagramming methods
64
Sample PDM (Precedence Diagramming Method)
Network Diagram
65
Gantt Chartsgt Gantt charts provide a standard format for
displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format
gt Symbols includebull Black diamonds Milestones
bull Thick black bars Summary tasks
bull Lighter horizontal bars Durations of tasks
bull Arrows Dependencies between tasks
66
Gantt Chart for Software Launch Project
67
Adding Milestones to Gantt Charts
gt Many people like to focus on meeting milestones especially for large projects
gt Milestones emphasize important events or accomplishments in projects
gt You typically create milestone by entering tasks that have a zero duration or you can mark any task as a milestone
68
Sample Tracking Gantt Chart
69
Critical Path Method (CPM)gt CPM is a network diagramming technique used to
predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
70
Estimate Activity Duration
AIB
AOA
Source Successful PM
71
Case Study Development of a Web-based IS
Requested to complete in 50 days
Source Successful PM
72
Forward Path ES amp EF
Source Successful PM
73
Backward Path LS amp LF
Source Successful PM
74
Summary Table
TF = LF ndash EF
= LS - ES
Critical path can be determined by the least TF
This project schedule should be shortened by 9 days to meet the ownerrsquos need
75
Critical Path
Source Successful PM
76
Using the Critical Path to Shorten a Project Schedule
gt Three main techniques for shortening schedules
bull Shortening the duration of critical activities or tasks by adding more resources or changing their scope
bull Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost
bull Fast tracking activities by doing them in parallel or overlapping them
77
Words of Caution on Using Project Management Softwaregt Many people misuse project management
software because they donrsquot understand important concepts and have not had training
gt You must enter dependencies to have dates adjust automatically and to determine the critical path
gt You must enter actual schedule information to compare planned and actual progress
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
50
Weighted Scoring Modelgt A weighted scoring model is a tool that
provides a systematic process for selecting projects based on many criteria
gt Steps in identifying a weighted scoring model1 Identify criteria important to the project selection
process2 Assign weights (percentages) to each criterion so they
add up to 100 percent3 Assign scores to each criterion for each project4 Multiply the scores by the weights to get the total
weighted scores
gt The higher the weighted score the better
51
Sample Weighted Scoring Model for Project Selection
52
What is Project Scope Management
gt Scope refers to all the work involved in creating the products of the project and the processes used to create them
gt A deliverable (交付標的) is a product produced as part of a project such as hardware or software planning documents or meeting minutes
gt Project scope management includes the processes involved in defining and controlling what is or is not included in a project
53
Project Scope Management Processes
gt Scope planning Key inputs include the project charter preliminary scope statement and project management plan
gt Scope definition Reviewing the project charter and preliminary scope statement and adding more information as requirements are developed and change requests are approved
gt Creating the WBS Subdividing the major project deliverables into smaller more manageable components
gt Scope verification Formalizing acceptance of the project scope Scope creep
gt Scope control Controlling changes to project scope
54
Sample Intranet WBS Organized by Product
55
Sample Intranet WBS Organized by Phase
56
Intranet WBS in Tabular Form10 Concept
11 Evaluate current systems12 Define requirements
121 Define user requirements122 Define content requirements123 Define system requirements124 Define server owner requirements
13 Define specific functionality14 Define risks and risk management approach15 Develop project plan16 Brief Web development team
20 Web Site Design30 Web Site Development40 Roll Out50 Support
57
Intranet WBS and Gantt Chart in Project 2000
58
Intranet Gantt Chart Organized by Project Management Process Groups
59
Resulting WBS in Chart Form
60
Scope Management Demo
Microsoft Project Document
How to input scope based on WBS
How to number activities
Output to VISIO
61
Project Time Management Processes
gt Activity definition Identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables
gt Activity sequencing Identifying and documenting the relationships between project activities
gt Activity resource estimating Estimating how many resources a project team should use to perform project activities
gt Activity duration estimating Estimating the number of work periods that are needed to complete individual activities
gt Schedule development Analyzing activity sequences activity resource estimates and activity duration estimates to create the project schedule
gt Schedule control Controlling and managing changes to the project schedule
62
Activity Sequencing
gt Involves reviewing activities and determining dependencies
gt A dependency or relationship relates to the sequencing of project activities or tasks
gt You must determine dependencies in order to use critical path analysis
63
Network Diagrams
gt Network diagrams are the preferred technique for showing activity sequencing
gt A network diagram is a schematic display of the logical relationships among or sequencing of project activities
gt Two main formats are the arrow and precedence diagramming methods
64
Sample PDM (Precedence Diagramming Method)
Network Diagram
65
Gantt Chartsgt Gantt charts provide a standard format for
displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format
gt Symbols includebull Black diamonds Milestones
bull Thick black bars Summary tasks
bull Lighter horizontal bars Durations of tasks
bull Arrows Dependencies between tasks
66
Gantt Chart for Software Launch Project
67
Adding Milestones to Gantt Charts
gt Many people like to focus on meeting milestones especially for large projects
gt Milestones emphasize important events or accomplishments in projects
gt You typically create milestone by entering tasks that have a zero duration or you can mark any task as a milestone
68
Sample Tracking Gantt Chart
69
Critical Path Method (CPM)gt CPM is a network diagramming technique used to
predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
70
Estimate Activity Duration
AIB
AOA
Source Successful PM
71
Case Study Development of a Web-based IS
Requested to complete in 50 days
Source Successful PM
72
Forward Path ES amp EF
Source Successful PM
73
Backward Path LS amp LF
Source Successful PM
74
Summary Table
TF = LF ndash EF
= LS - ES
Critical path can be determined by the least TF
This project schedule should be shortened by 9 days to meet the ownerrsquos need
75
Critical Path
Source Successful PM
76
Using the Critical Path to Shorten a Project Schedule
gt Three main techniques for shortening schedules
bull Shortening the duration of critical activities or tasks by adding more resources or changing their scope
bull Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost
bull Fast tracking activities by doing them in parallel or overlapping them
77
Words of Caution on Using Project Management Softwaregt Many people misuse project management
software because they donrsquot understand important concepts and have not had training
gt You must enter dependencies to have dates adjust automatically and to determine the critical path
gt You must enter actual schedule information to compare planned and actual progress
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
51
Sample Weighted Scoring Model for Project Selection
52
What is Project Scope Management
gt Scope refers to all the work involved in creating the products of the project and the processes used to create them
gt A deliverable (交付標的) is a product produced as part of a project such as hardware or software planning documents or meeting minutes
gt Project scope management includes the processes involved in defining and controlling what is or is not included in a project
53
Project Scope Management Processes
gt Scope planning Key inputs include the project charter preliminary scope statement and project management plan
gt Scope definition Reviewing the project charter and preliminary scope statement and adding more information as requirements are developed and change requests are approved
gt Creating the WBS Subdividing the major project deliverables into smaller more manageable components
gt Scope verification Formalizing acceptance of the project scope Scope creep
gt Scope control Controlling changes to project scope
54
Sample Intranet WBS Organized by Product
55
Sample Intranet WBS Organized by Phase
56
Intranet WBS in Tabular Form10 Concept
11 Evaluate current systems12 Define requirements
121 Define user requirements122 Define content requirements123 Define system requirements124 Define server owner requirements
13 Define specific functionality14 Define risks and risk management approach15 Develop project plan16 Brief Web development team
20 Web Site Design30 Web Site Development40 Roll Out50 Support
57
Intranet WBS and Gantt Chart in Project 2000
58
Intranet Gantt Chart Organized by Project Management Process Groups
59
Resulting WBS in Chart Form
60
Scope Management Demo
Microsoft Project Document
How to input scope based on WBS
How to number activities
Output to VISIO
61
Project Time Management Processes
gt Activity definition Identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables
gt Activity sequencing Identifying and documenting the relationships between project activities
gt Activity resource estimating Estimating how many resources a project team should use to perform project activities
gt Activity duration estimating Estimating the number of work periods that are needed to complete individual activities
gt Schedule development Analyzing activity sequences activity resource estimates and activity duration estimates to create the project schedule
gt Schedule control Controlling and managing changes to the project schedule
62
Activity Sequencing
gt Involves reviewing activities and determining dependencies
gt A dependency or relationship relates to the sequencing of project activities or tasks
gt You must determine dependencies in order to use critical path analysis
63
Network Diagrams
gt Network diagrams are the preferred technique for showing activity sequencing
gt A network diagram is a schematic display of the logical relationships among or sequencing of project activities
gt Two main formats are the arrow and precedence diagramming methods
64
Sample PDM (Precedence Diagramming Method)
Network Diagram
65
Gantt Chartsgt Gantt charts provide a standard format for
displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format
gt Symbols includebull Black diamonds Milestones
bull Thick black bars Summary tasks
bull Lighter horizontal bars Durations of tasks
bull Arrows Dependencies between tasks
66
Gantt Chart for Software Launch Project
67
Adding Milestones to Gantt Charts
gt Many people like to focus on meeting milestones especially for large projects
gt Milestones emphasize important events or accomplishments in projects
gt You typically create milestone by entering tasks that have a zero duration or you can mark any task as a milestone
68
Sample Tracking Gantt Chart
69
Critical Path Method (CPM)gt CPM is a network diagramming technique used to
predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
70
Estimate Activity Duration
AIB
AOA
Source Successful PM
71
Case Study Development of a Web-based IS
Requested to complete in 50 days
Source Successful PM
72
Forward Path ES amp EF
Source Successful PM
73
Backward Path LS amp LF
Source Successful PM
74
Summary Table
TF = LF ndash EF
= LS - ES
Critical path can be determined by the least TF
This project schedule should be shortened by 9 days to meet the ownerrsquos need
75
Critical Path
Source Successful PM
76
Using the Critical Path to Shorten a Project Schedule
gt Three main techniques for shortening schedules
bull Shortening the duration of critical activities or tasks by adding more resources or changing their scope
bull Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost
bull Fast tracking activities by doing them in parallel or overlapping them
77
Words of Caution on Using Project Management Softwaregt Many people misuse project management
software because they donrsquot understand important concepts and have not had training
gt You must enter dependencies to have dates adjust automatically and to determine the critical path
gt You must enter actual schedule information to compare planned and actual progress
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
52
What is Project Scope Management
gt Scope refers to all the work involved in creating the products of the project and the processes used to create them
gt A deliverable (交付標的) is a product produced as part of a project such as hardware or software planning documents or meeting minutes
gt Project scope management includes the processes involved in defining and controlling what is or is not included in a project
53
Project Scope Management Processes
gt Scope planning Key inputs include the project charter preliminary scope statement and project management plan
gt Scope definition Reviewing the project charter and preliminary scope statement and adding more information as requirements are developed and change requests are approved
gt Creating the WBS Subdividing the major project deliverables into smaller more manageable components
gt Scope verification Formalizing acceptance of the project scope Scope creep
gt Scope control Controlling changes to project scope
54
Sample Intranet WBS Organized by Product
55
Sample Intranet WBS Organized by Phase
56
Intranet WBS in Tabular Form10 Concept
11 Evaluate current systems12 Define requirements
121 Define user requirements122 Define content requirements123 Define system requirements124 Define server owner requirements
13 Define specific functionality14 Define risks and risk management approach15 Develop project plan16 Brief Web development team
20 Web Site Design30 Web Site Development40 Roll Out50 Support
57
Intranet WBS and Gantt Chart in Project 2000
58
Intranet Gantt Chart Organized by Project Management Process Groups
59
Resulting WBS in Chart Form
60
Scope Management Demo
Microsoft Project Document
How to input scope based on WBS
How to number activities
Output to VISIO
61
Project Time Management Processes
gt Activity definition Identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables
gt Activity sequencing Identifying and documenting the relationships between project activities
gt Activity resource estimating Estimating how many resources a project team should use to perform project activities
gt Activity duration estimating Estimating the number of work periods that are needed to complete individual activities
gt Schedule development Analyzing activity sequences activity resource estimates and activity duration estimates to create the project schedule
gt Schedule control Controlling and managing changes to the project schedule
62
Activity Sequencing
gt Involves reviewing activities and determining dependencies
gt A dependency or relationship relates to the sequencing of project activities or tasks
gt You must determine dependencies in order to use critical path analysis
63
Network Diagrams
gt Network diagrams are the preferred technique for showing activity sequencing
gt A network diagram is a schematic display of the logical relationships among or sequencing of project activities
gt Two main formats are the arrow and precedence diagramming methods
64
Sample PDM (Precedence Diagramming Method)
Network Diagram
65
Gantt Chartsgt Gantt charts provide a standard format for
displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format
gt Symbols includebull Black diamonds Milestones
bull Thick black bars Summary tasks
bull Lighter horizontal bars Durations of tasks
bull Arrows Dependencies between tasks
66
Gantt Chart for Software Launch Project
67
Adding Milestones to Gantt Charts
gt Many people like to focus on meeting milestones especially for large projects
gt Milestones emphasize important events or accomplishments in projects
gt You typically create milestone by entering tasks that have a zero duration or you can mark any task as a milestone
68
Sample Tracking Gantt Chart
69
Critical Path Method (CPM)gt CPM is a network diagramming technique used to
predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
70
Estimate Activity Duration
AIB
AOA
Source Successful PM
71
Case Study Development of a Web-based IS
Requested to complete in 50 days
Source Successful PM
72
Forward Path ES amp EF
Source Successful PM
73
Backward Path LS amp LF
Source Successful PM
74
Summary Table
TF = LF ndash EF
= LS - ES
Critical path can be determined by the least TF
This project schedule should be shortened by 9 days to meet the ownerrsquos need
75
Critical Path
Source Successful PM
76
Using the Critical Path to Shorten a Project Schedule
gt Three main techniques for shortening schedules
bull Shortening the duration of critical activities or tasks by adding more resources or changing their scope
bull Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost
bull Fast tracking activities by doing them in parallel or overlapping them
77
Words of Caution on Using Project Management Softwaregt Many people misuse project management
software because they donrsquot understand important concepts and have not had training
gt You must enter dependencies to have dates adjust automatically and to determine the critical path
gt You must enter actual schedule information to compare planned and actual progress
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
53
Project Scope Management Processes
gt Scope planning Key inputs include the project charter preliminary scope statement and project management plan
gt Scope definition Reviewing the project charter and preliminary scope statement and adding more information as requirements are developed and change requests are approved
gt Creating the WBS Subdividing the major project deliverables into smaller more manageable components
gt Scope verification Formalizing acceptance of the project scope Scope creep
gt Scope control Controlling changes to project scope
54
Sample Intranet WBS Organized by Product
55
Sample Intranet WBS Organized by Phase
56
Intranet WBS in Tabular Form10 Concept
11 Evaluate current systems12 Define requirements
121 Define user requirements122 Define content requirements123 Define system requirements124 Define server owner requirements
13 Define specific functionality14 Define risks and risk management approach15 Develop project plan16 Brief Web development team
20 Web Site Design30 Web Site Development40 Roll Out50 Support
57
Intranet WBS and Gantt Chart in Project 2000
58
Intranet Gantt Chart Organized by Project Management Process Groups
59
Resulting WBS in Chart Form
60
Scope Management Demo
Microsoft Project Document
How to input scope based on WBS
How to number activities
Output to VISIO
61
Project Time Management Processes
gt Activity definition Identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables
gt Activity sequencing Identifying and documenting the relationships between project activities
gt Activity resource estimating Estimating how many resources a project team should use to perform project activities
gt Activity duration estimating Estimating the number of work periods that are needed to complete individual activities
gt Schedule development Analyzing activity sequences activity resource estimates and activity duration estimates to create the project schedule
gt Schedule control Controlling and managing changes to the project schedule
62
Activity Sequencing
gt Involves reviewing activities and determining dependencies
gt A dependency or relationship relates to the sequencing of project activities or tasks
gt You must determine dependencies in order to use critical path analysis
63
Network Diagrams
gt Network diagrams are the preferred technique for showing activity sequencing
gt A network diagram is a schematic display of the logical relationships among or sequencing of project activities
gt Two main formats are the arrow and precedence diagramming methods
64
Sample PDM (Precedence Diagramming Method)
Network Diagram
65
Gantt Chartsgt Gantt charts provide a standard format for
displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format
gt Symbols includebull Black diamonds Milestones
bull Thick black bars Summary tasks
bull Lighter horizontal bars Durations of tasks
bull Arrows Dependencies between tasks
66
Gantt Chart for Software Launch Project
67
Adding Milestones to Gantt Charts
gt Many people like to focus on meeting milestones especially for large projects
gt Milestones emphasize important events or accomplishments in projects
gt You typically create milestone by entering tasks that have a zero duration or you can mark any task as a milestone
68
Sample Tracking Gantt Chart
69
Critical Path Method (CPM)gt CPM is a network diagramming technique used to
predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
70
Estimate Activity Duration
AIB
AOA
Source Successful PM
71
Case Study Development of a Web-based IS
Requested to complete in 50 days
Source Successful PM
72
Forward Path ES amp EF
Source Successful PM
73
Backward Path LS amp LF
Source Successful PM
74
Summary Table
TF = LF ndash EF
= LS - ES
Critical path can be determined by the least TF
This project schedule should be shortened by 9 days to meet the ownerrsquos need
75
Critical Path
Source Successful PM
76
Using the Critical Path to Shorten a Project Schedule
gt Three main techniques for shortening schedules
bull Shortening the duration of critical activities or tasks by adding more resources or changing their scope
bull Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost
bull Fast tracking activities by doing them in parallel or overlapping them
77
Words of Caution on Using Project Management Softwaregt Many people misuse project management
software because they donrsquot understand important concepts and have not had training
gt You must enter dependencies to have dates adjust automatically and to determine the critical path
gt You must enter actual schedule information to compare planned and actual progress
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
54
Sample Intranet WBS Organized by Product
55
Sample Intranet WBS Organized by Phase
56
Intranet WBS in Tabular Form10 Concept
11 Evaluate current systems12 Define requirements
121 Define user requirements122 Define content requirements123 Define system requirements124 Define server owner requirements
13 Define specific functionality14 Define risks and risk management approach15 Develop project plan16 Brief Web development team
20 Web Site Design30 Web Site Development40 Roll Out50 Support
57
Intranet WBS and Gantt Chart in Project 2000
58
Intranet Gantt Chart Organized by Project Management Process Groups
59
Resulting WBS in Chart Form
60
Scope Management Demo
Microsoft Project Document
How to input scope based on WBS
How to number activities
Output to VISIO
61
Project Time Management Processes
gt Activity definition Identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables
gt Activity sequencing Identifying and documenting the relationships between project activities
gt Activity resource estimating Estimating how many resources a project team should use to perform project activities
gt Activity duration estimating Estimating the number of work periods that are needed to complete individual activities
gt Schedule development Analyzing activity sequences activity resource estimates and activity duration estimates to create the project schedule
gt Schedule control Controlling and managing changes to the project schedule
62
Activity Sequencing
gt Involves reviewing activities and determining dependencies
gt A dependency or relationship relates to the sequencing of project activities or tasks
gt You must determine dependencies in order to use critical path analysis
63
Network Diagrams
gt Network diagrams are the preferred technique for showing activity sequencing
gt A network diagram is a schematic display of the logical relationships among or sequencing of project activities
gt Two main formats are the arrow and precedence diagramming methods
64
Sample PDM (Precedence Diagramming Method)
Network Diagram
65
Gantt Chartsgt Gantt charts provide a standard format for
displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format
gt Symbols includebull Black diamonds Milestones
bull Thick black bars Summary tasks
bull Lighter horizontal bars Durations of tasks
bull Arrows Dependencies between tasks
66
Gantt Chart for Software Launch Project
67
Adding Milestones to Gantt Charts
gt Many people like to focus on meeting milestones especially for large projects
gt Milestones emphasize important events or accomplishments in projects
gt You typically create milestone by entering tasks that have a zero duration or you can mark any task as a milestone
68
Sample Tracking Gantt Chart
69
Critical Path Method (CPM)gt CPM is a network diagramming technique used to
predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
70
Estimate Activity Duration
AIB
AOA
Source Successful PM
71
Case Study Development of a Web-based IS
Requested to complete in 50 days
Source Successful PM
72
Forward Path ES amp EF
Source Successful PM
73
Backward Path LS amp LF
Source Successful PM
74
Summary Table
TF = LF ndash EF
= LS - ES
Critical path can be determined by the least TF
This project schedule should be shortened by 9 days to meet the ownerrsquos need
75
Critical Path
Source Successful PM
76
Using the Critical Path to Shorten a Project Schedule
gt Three main techniques for shortening schedules
bull Shortening the duration of critical activities or tasks by adding more resources or changing their scope
bull Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost
bull Fast tracking activities by doing them in parallel or overlapping them
77
Words of Caution on Using Project Management Softwaregt Many people misuse project management
software because they donrsquot understand important concepts and have not had training
gt You must enter dependencies to have dates adjust automatically and to determine the critical path
gt You must enter actual schedule information to compare planned and actual progress
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
55
Sample Intranet WBS Organized by Phase
56
Intranet WBS in Tabular Form10 Concept
11 Evaluate current systems12 Define requirements
121 Define user requirements122 Define content requirements123 Define system requirements124 Define server owner requirements
13 Define specific functionality14 Define risks and risk management approach15 Develop project plan16 Brief Web development team
20 Web Site Design30 Web Site Development40 Roll Out50 Support
57
Intranet WBS and Gantt Chart in Project 2000
58
Intranet Gantt Chart Organized by Project Management Process Groups
59
Resulting WBS in Chart Form
60
Scope Management Demo
Microsoft Project Document
How to input scope based on WBS
How to number activities
Output to VISIO
61
Project Time Management Processes
gt Activity definition Identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables
gt Activity sequencing Identifying and documenting the relationships between project activities
gt Activity resource estimating Estimating how many resources a project team should use to perform project activities
gt Activity duration estimating Estimating the number of work periods that are needed to complete individual activities
gt Schedule development Analyzing activity sequences activity resource estimates and activity duration estimates to create the project schedule
gt Schedule control Controlling and managing changes to the project schedule
62
Activity Sequencing
gt Involves reviewing activities and determining dependencies
gt A dependency or relationship relates to the sequencing of project activities or tasks
gt You must determine dependencies in order to use critical path analysis
63
Network Diagrams
gt Network diagrams are the preferred technique for showing activity sequencing
gt A network diagram is a schematic display of the logical relationships among or sequencing of project activities
gt Two main formats are the arrow and precedence diagramming methods
64
Sample PDM (Precedence Diagramming Method)
Network Diagram
65
Gantt Chartsgt Gantt charts provide a standard format for
displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format
gt Symbols includebull Black diamonds Milestones
bull Thick black bars Summary tasks
bull Lighter horizontal bars Durations of tasks
bull Arrows Dependencies between tasks
66
Gantt Chart for Software Launch Project
67
Adding Milestones to Gantt Charts
gt Many people like to focus on meeting milestones especially for large projects
gt Milestones emphasize important events or accomplishments in projects
gt You typically create milestone by entering tasks that have a zero duration or you can mark any task as a milestone
68
Sample Tracking Gantt Chart
69
Critical Path Method (CPM)gt CPM is a network diagramming technique used to
predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
70
Estimate Activity Duration
AIB
AOA
Source Successful PM
71
Case Study Development of a Web-based IS
Requested to complete in 50 days
Source Successful PM
72
Forward Path ES amp EF
Source Successful PM
73
Backward Path LS amp LF
Source Successful PM
74
Summary Table
TF = LF ndash EF
= LS - ES
Critical path can be determined by the least TF
This project schedule should be shortened by 9 days to meet the ownerrsquos need
75
Critical Path
Source Successful PM
76
Using the Critical Path to Shorten a Project Schedule
gt Three main techniques for shortening schedules
bull Shortening the duration of critical activities or tasks by adding more resources or changing their scope
bull Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost
bull Fast tracking activities by doing them in parallel or overlapping them
77
Words of Caution on Using Project Management Softwaregt Many people misuse project management
software because they donrsquot understand important concepts and have not had training
gt You must enter dependencies to have dates adjust automatically and to determine the critical path
gt You must enter actual schedule information to compare planned and actual progress
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
56
Intranet WBS in Tabular Form10 Concept
11 Evaluate current systems12 Define requirements
121 Define user requirements122 Define content requirements123 Define system requirements124 Define server owner requirements
13 Define specific functionality14 Define risks and risk management approach15 Develop project plan16 Brief Web development team
20 Web Site Design30 Web Site Development40 Roll Out50 Support
57
Intranet WBS and Gantt Chart in Project 2000
58
Intranet Gantt Chart Organized by Project Management Process Groups
59
Resulting WBS in Chart Form
60
Scope Management Demo
Microsoft Project Document
How to input scope based on WBS
How to number activities
Output to VISIO
61
Project Time Management Processes
gt Activity definition Identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables
gt Activity sequencing Identifying and documenting the relationships between project activities
gt Activity resource estimating Estimating how many resources a project team should use to perform project activities
gt Activity duration estimating Estimating the number of work periods that are needed to complete individual activities
gt Schedule development Analyzing activity sequences activity resource estimates and activity duration estimates to create the project schedule
gt Schedule control Controlling and managing changes to the project schedule
62
Activity Sequencing
gt Involves reviewing activities and determining dependencies
gt A dependency or relationship relates to the sequencing of project activities or tasks
gt You must determine dependencies in order to use critical path analysis
63
Network Diagrams
gt Network diagrams are the preferred technique for showing activity sequencing
gt A network diagram is a schematic display of the logical relationships among or sequencing of project activities
gt Two main formats are the arrow and precedence diagramming methods
64
Sample PDM (Precedence Diagramming Method)
Network Diagram
65
Gantt Chartsgt Gantt charts provide a standard format for
displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format
gt Symbols includebull Black diamonds Milestones
bull Thick black bars Summary tasks
bull Lighter horizontal bars Durations of tasks
bull Arrows Dependencies between tasks
66
Gantt Chart for Software Launch Project
67
Adding Milestones to Gantt Charts
gt Many people like to focus on meeting milestones especially for large projects
gt Milestones emphasize important events or accomplishments in projects
gt You typically create milestone by entering tasks that have a zero duration or you can mark any task as a milestone
68
Sample Tracking Gantt Chart
69
Critical Path Method (CPM)gt CPM is a network diagramming technique used to
predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
70
Estimate Activity Duration
AIB
AOA
Source Successful PM
71
Case Study Development of a Web-based IS
Requested to complete in 50 days
Source Successful PM
72
Forward Path ES amp EF
Source Successful PM
73
Backward Path LS amp LF
Source Successful PM
74
Summary Table
TF = LF ndash EF
= LS - ES
Critical path can be determined by the least TF
This project schedule should be shortened by 9 days to meet the ownerrsquos need
75
Critical Path
Source Successful PM
76
Using the Critical Path to Shorten a Project Schedule
gt Three main techniques for shortening schedules
bull Shortening the duration of critical activities or tasks by adding more resources or changing their scope
bull Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost
bull Fast tracking activities by doing them in parallel or overlapping them
77
Words of Caution on Using Project Management Softwaregt Many people misuse project management
software because they donrsquot understand important concepts and have not had training
gt You must enter dependencies to have dates adjust automatically and to determine the critical path
gt You must enter actual schedule information to compare planned and actual progress
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
57
Intranet WBS and Gantt Chart in Project 2000
58
Intranet Gantt Chart Organized by Project Management Process Groups
59
Resulting WBS in Chart Form
60
Scope Management Demo
Microsoft Project Document
How to input scope based on WBS
How to number activities
Output to VISIO
61
Project Time Management Processes
gt Activity definition Identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables
gt Activity sequencing Identifying and documenting the relationships between project activities
gt Activity resource estimating Estimating how many resources a project team should use to perform project activities
gt Activity duration estimating Estimating the number of work periods that are needed to complete individual activities
gt Schedule development Analyzing activity sequences activity resource estimates and activity duration estimates to create the project schedule
gt Schedule control Controlling and managing changes to the project schedule
62
Activity Sequencing
gt Involves reviewing activities and determining dependencies
gt A dependency or relationship relates to the sequencing of project activities or tasks
gt You must determine dependencies in order to use critical path analysis
63
Network Diagrams
gt Network diagrams are the preferred technique for showing activity sequencing
gt A network diagram is a schematic display of the logical relationships among or sequencing of project activities
gt Two main formats are the arrow and precedence diagramming methods
64
Sample PDM (Precedence Diagramming Method)
Network Diagram
65
Gantt Chartsgt Gantt charts provide a standard format for
displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format
gt Symbols includebull Black diamonds Milestones
bull Thick black bars Summary tasks
bull Lighter horizontal bars Durations of tasks
bull Arrows Dependencies between tasks
66
Gantt Chart for Software Launch Project
67
Adding Milestones to Gantt Charts
gt Many people like to focus on meeting milestones especially for large projects
gt Milestones emphasize important events or accomplishments in projects
gt You typically create milestone by entering tasks that have a zero duration or you can mark any task as a milestone
68
Sample Tracking Gantt Chart
69
Critical Path Method (CPM)gt CPM is a network diagramming technique used to
predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
70
Estimate Activity Duration
AIB
AOA
Source Successful PM
71
Case Study Development of a Web-based IS
Requested to complete in 50 days
Source Successful PM
72
Forward Path ES amp EF
Source Successful PM
73
Backward Path LS amp LF
Source Successful PM
74
Summary Table
TF = LF ndash EF
= LS - ES
Critical path can be determined by the least TF
This project schedule should be shortened by 9 days to meet the ownerrsquos need
75
Critical Path
Source Successful PM
76
Using the Critical Path to Shorten a Project Schedule
gt Three main techniques for shortening schedules
bull Shortening the duration of critical activities or tasks by adding more resources or changing their scope
bull Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost
bull Fast tracking activities by doing them in parallel or overlapping them
77
Words of Caution on Using Project Management Softwaregt Many people misuse project management
software because they donrsquot understand important concepts and have not had training
gt You must enter dependencies to have dates adjust automatically and to determine the critical path
gt You must enter actual schedule information to compare planned and actual progress
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
58
Intranet Gantt Chart Organized by Project Management Process Groups
59
Resulting WBS in Chart Form
60
Scope Management Demo
Microsoft Project Document
How to input scope based on WBS
How to number activities
Output to VISIO
61
Project Time Management Processes
gt Activity definition Identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables
gt Activity sequencing Identifying and documenting the relationships between project activities
gt Activity resource estimating Estimating how many resources a project team should use to perform project activities
gt Activity duration estimating Estimating the number of work periods that are needed to complete individual activities
gt Schedule development Analyzing activity sequences activity resource estimates and activity duration estimates to create the project schedule
gt Schedule control Controlling and managing changes to the project schedule
62
Activity Sequencing
gt Involves reviewing activities and determining dependencies
gt A dependency or relationship relates to the sequencing of project activities or tasks
gt You must determine dependencies in order to use critical path analysis
63
Network Diagrams
gt Network diagrams are the preferred technique for showing activity sequencing
gt A network diagram is a schematic display of the logical relationships among or sequencing of project activities
gt Two main formats are the arrow and precedence diagramming methods
64
Sample PDM (Precedence Diagramming Method)
Network Diagram
65
Gantt Chartsgt Gantt charts provide a standard format for
displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format
gt Symbols includebull Black diamonds Milestones
bull Thick black bars Summary tasks
bull Lighter horizontal bars Durations of tasks
bull Arrows Dependencies between tasks
66
Gantt Chart for Software Launch Project
67
Adding Milestones to Gantt Charts
gt Many people like to focus on meeting milestones especially for large projects
gt Milestones emphasize important events or accomplishments in projects
gt You typically create milestone by entering tasks that have a zero duration or you can mark any task as a milestone
68
Sample Tracking Gantt Chart
69
Critical Path Method (CPM)gt CPM is a network diagramming technique used to
predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
70
Estimate Activity Duration
AIB
AOA
Source Successful PM
71
Case Study Development of a Web-based IS
Requested to complete in 50 days
Source Successful PM
72
Forward Path ES amp EF
Source Successful PM
73
Backward Path LS amp LF
Source Successful PM
74
Summary Table
TF = LF ndash EF
= LS - ES
Critical path can be determined by the least TF
This project schedule should be shortened by 9 days to meet the ownerrsquos need
75
Critical Path
Source Successful PM
76
Using the Critical Path to Shorten a Project Schedule
gt Three main techniques for shortening schedules
bull Shortening the duration of critical activities or tasks by adding more resources or changing their scope
bull Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost
bull Fast tracking activities by doing them in parallel or overlapping them
77
Words of Caution on Using Project Management Softwaregt Many people misuse project management
software because they donrsquot understand important concepts and have not had training
gt You must enter dependencies to have dates adjust automatically and to determine the critical path
gt You must enter actual schedule information to compare planned and actual progress
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
59
Resulting WBS in Chart Form
60
Scope Management Demo
Microsoft Project Document
How to input scope based on WBS
How to number activities
Output to VISIO
61
Project Time Management Processes
gt Activity definition Identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables
gt Activity sequencing Identifying and documenting the relationships between project activities
gt Activity resource estimating Estimating how many resources a project team should use to perform project activities
gt Activity duration estimating Estimating the number of work periods that are needed to complete individual activities
gt Schedule development Analyzing activity sequences activity resource estimates and activity duration estimates to create the project schedule
gt Schedule control Controlling and managing changes to the project schedule
62
Activity Sequencing
gt Involves reviewing activities and determining dependencies
gt A dependency or relationship relates to the sequencing of project activities or tasks
gt You must determine dependencies in order to use critical path analysis
63
Network Diagrams
gt Network diagrams are the preferred technique for showing activity sequencing
gt A network diagram is a schematic display of the logical relationships among or sequencing of project activities
gt Two main formats are the arrow and precedence diagramming methods
64
Sample PDM (Precedence Diagramming Method)
Network Diagram
65
Gantt Chartsgt Gantt charts provide a standard format for
displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format
gt Symbols includebull Black diamonds Milestones
bull Thick black bars Summary tasks
bull Lighter horizontal bars Durations of tasks
bull Arrows Dependencies between tasks
66
Gantt Chart for Software Launch Project
67
Adding Milestones to Gantt Charts
gt Many people like to focus on meeting milestones especially for large projects
gt Milestones emphasize important events or accomplishments in projects
gt You typically create milestone by entering tasks that have a zero duration or you can mark any task as a milestone
68
Sample Tracking Gantt Chart
69
Critical Path Method (CPM)gt CPM is a network diagramming technique used to
predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
70
Estimate Activity Duration
AIB
AOA
Source Successful PM
71
Case Study Development of a Web-based IS
Requested to complete in 50 days
Source Successful PM
72
Forward Path ES amp EF
Source Successful PM
73
Backward Path LS amp LF
Source Successful PM
74
Summary Table
TF = LF ndash EF
= LS - ES
Critical path can be determined by the least TF
This project schedule should be shortened by 9 days to meet the ownerrsquos need
75
Critical Path
Source Successful PM
76
Using the Critical Path to Shorten a Project Schedule
gt Three main techniques for shortening schedules
bull Shortening the duration of critical activities or tasks by adding more resources or changing their scope
bull Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost
bull Fast tracking activities by doing them in parallel or overlapping them
77
Words of Caution on Using Project Management Softwaregt Many people misuse project management
software because they donrsquot understand important concepts and have not had training
gt You must enter dependencies to have dates adjust automatically and to determine the critical path
gt You must enter actual schedule information to compare planned and actual progress
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
60
Scope Management Demo
Microsoft Project Document
How to input scope based on WBS
How to number activities
Output to VISIO
61
Project Time Management Processes
gt Activity definition Identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables
gt Activity sequencing Identifying and documenting the relationships between project activities
gt Activity resource estimating Estimating how many resources a project team should use to perform project activities
gt Activity duration estimating Estimating the number of work periods that are needed to complete individual activities
gt Schedule development Analyzing activity sequences activity resource estimates and activity duration estimates to create the project schedule
gt Schedule control Controlling and managing changes to the project schedule
62
Activity Sequencing
gt Involves reviewing activities and determining dependencies
gt A dependency or relationship relates to the sequencing of project activities or tasks
gt You must determine dependencies in order to use critical path analysis
63
Network Diagrams
gt Network diagrams are the preferred technique for showing activity sequencing
gt A network diagram is a schematic display of the logical relationships among or sequencing of project activities
gt Two main formats are the arrow and precedence diagramming methods
64
Sample PDM (Precedence Diagramming Method)
Network Diagram
65
Gantt Chartsgt Gantt charts provide a standard format for
displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format
gt Symbols includebull Black diamonds Milestones
bull Thick black bars Summary tasks
bull Lighter horizontal bars Durations of tasks
bull Arrows Dependencies between tasks
66
Gantt Chart for Software Launch Project
67
Adding Milestones to Gantt Charts
gt Many people like to focus on meeting milestones especially for large projects
gt Milestones emphasize important events or accomplishments in projects
gt You typically create milestone by entering tasks that have a zero duration or you can mark any task as a milestone
68
Sample Tracking Gantt Chart
69
Critical Path Method (CPM)gt CPM is a network diagramming technique used to
predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
70
Estimate Activity Duration
AIB
AOA
Source Successful PM
71
Case Study Development of a Web-based IS
Requested to complete in 50 days
Source Successful PM
72
Forward Path ES amp EF
Source Successful PM
73
Backward Path LS amp LF
Source Successful PM
74
Summary Table
TF = LF ndash EF
= LS - ES
Critical path can be determined by the least TF
This project schedule should be shortened by 9 days to meet the ownerrsquos need
75
Critical Path
Source Successful PM
76
Using the Critical Path to Shorten a Project Schedule
gt Three main techniques for shortening schedules
bull Shortening the duration of critical activities or tasks by adding more resources or changing their scope
bull Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost
bull Fast tracking activities by doing them in parallel or overlapping them
77
Words of Caution on Using Project Management Softwaregt Many people misuse project management
software because they donrsquot understand important concepts and have not had training
gt You must enter dependencies to have dates adjust automatically and to determine the critical path
gt You must enter actual schedule information to compare planned and actual progress
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
61
Project Time Management Processes
gt Activity definition Identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables
gt Activity sequencing Identifying and documenting the relationships between project activities
gt Activity resource estimating Estimating how many resources a project team should use to perform project activities
gt Activity duration estimating Estimating the number of work periods that are needed to complete individual activities
gt Schedule development Analyzing activity sequences activity resource estimates and activity duration estimates to create the project schedule
gt Schedule control Controlling and managing changes to the project schedule
62
Activity Sequencing
gt Involves reviewing activities and determining dependencies
gt A dependency or relationship relates to the sequencing of project activities or tasks
gt You must determine dependencies in order to use critical path analysis
63
Network Diagrams
gt Network diagrams are the preferred technique for showing activity sequencing
gt A network diagram is a schematic display of the logical relationships among or sequencing of project activities
gt Two main formats are the arrow and precedence diagramming methods
64
Sample PDM (Precedence Diagramming Method)
Network Diagram
65
Gantt Chartsgt Gantt charts provide a standard format for
displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format
gt Symbols includebull Black diamonds Milestones
bull Thick black bars Summary tasks
bull Lighter horizontal bars Durations of tasks
bull Arrows Dependencies between tasks
66
Gantt Chart for Software Launch Project
67
Adding Milestones to Gantt Charts
gt Many people like to focus on meeting milestones especially for large projects
gt Milestones emphasize important events or accomplishments in projects
gt You typically create milestone by entering tasks that have a zero duration or you can mark any task as a milestone
68
Sample Tracking Gantt Chart
69
Critical Path Method (CPM)gt CPM is a network diagramming technique used to
predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
70
Estimate Activity Duration
AIB
AOA
Source Successful PM
71
Case Study Development of a Web-based IS
Requested to complete in 50 days
Source Successful PM
72
Forward Path ES amp EF
Source Successful PM
73
Backward Path LS amp LF
Source Successful PM
74
Summary Table
TF = LF ndash EF
= LS - ES
Critical path can be determined by the least TF
This project schedule should be shortened by 9 days to meet the ownerrsquos need
75
Critical Path
Source Successful PM
76
Using the Critical Path to Shorten a Project Schedule
gt Three main techniques for shortening schedules
bull Shortening the duration of critical activities or tasks by adding more resources or changing their scope
bull Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost
bull Fast tracking activities by doing them in parallel or overlapping them
77
Words of Caution on Using Project Management Softwaregt Many people misuse project management
software because they donrsquot understand important concepts and have not had training
gt You must enter dependencies to have dates adjust automatically and to determine the critical path
gt You must enter actual schedule information to compare planned and actual progress
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
62
Activity Sequencing
gt Involves reviewing activities and determining dependencies
gt A dependency or relationship relates to the sequencing of project activities or tasks
gt You must determine dependencies in order to use critical path analysis
63
Network Diagrams
gt Network diagrams are the preferred technique for showing activity sequencing
gt A network diagram is a schematic display of the logical relationships among or sequencing of project activities
gt Two main formats are the arrow and precedence diagramming methods
64
Sample PDM (Precedence Diagramming Method)
Network Diagram
65
Gantt Chartsgt Gantt charts provide a standard format for
displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format
gt Symbols includebull Black diamonds Milestones
bull Thick black bars Summary tasks
bull Lighter horizontal bars Durations of tasks
bull Arrows Dependencies between tasks
66
Gantt Chart for Software Launch Project
67
Adding Milestones to Gantt Charts
gt Many people like to focus on meeting milestones especially for large projects
gt Milestones emphasize important events or accomplishments in projects
gt You typically create milestone by entering tasks that have a zero duration or you can mark any task as a milestone
68
Sample Tracking Gantt Chart
69
Critical Path Method (CPM)gt CPM is a network diagramming technique used to
predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
70
Estimate Activity Duration
AIB
AOA
Source Successful PM
71
Case Study Development of a Web-based IS
Requested to complete in 50 days
Source Successful PM
72
Forward Path ES amp EF
Source Successful PM
73
Backward Path LS amp LF
Source Successful PM
74
Summary Table
TF = LF ndash EF
= LS - ES
Critical path can be determined by the least TF
This project schedule should be shortened by 9 days to meet the ownerrsquos need
75
Critical Path
Source Successful PM
76
Using the Critical Path to Shorten a Project Schedule
gt Three main techniques for shortening schedules
bull Shortening the duration of critical activities or tasks by adding more resources or changing their scope
bull Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost
bull Fast tracking activities by doing them in parallel or overlapping them
77
Words of Caution on Using Project Management Softwaregt Many people misuse project management
software because they donrsquot understand important concepts and have not had training
gt You must enter dependencies to have dates adjust automatically and to determine the critical path
gt You must enter actual schedule information to compare planned and actual progress
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
63
Network Diagrams
gt Network diagrams are the preferred technique for showing activity sequencing
gt A network diagram is a schematic display of the logical relationships among or sequencing of project activities
gt Two main formats are the arrow and precedence diagramming methods
64
Sample PDM (Precedence Diagramming Method)
Network Diagram
65
Gantt Chartsgt Gantt charts provide a standard format for
displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format
gt Symbols includebull Black diamonds Milestones
bull Thick black bars Summary tasks
bull Lighter horizontal bars Durations of tasks
bull Arrows Dependencies between tasks
66
Gantt Chart for Software Launch Project
67
Adding Milestones to Gantt Charts
gt Many people like to focus on meeting milestones especially for large projects
gt Milestones emphasize important events or accomplishments in projects
gt You typically create milestone by entering tasks that have a zero duration or you can mark any task as a milestone
68
Sample Tracking Gantt Chart
69
Critical Path Method (CPM)gt CPM is a network diagramming technique used to
predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
70
Estimate Activity Duration
AIB
AOA
Source Successful PM
71
Case Study Development of a Web-based IS
Requested to complete in 50 days
Source Successful PM
72
Forward Path ES amp EF
Source Successful PM
73
Backward Path LS amp LF
Source Successful PM
74
Summary Table
TF = LF ndash EF
= LS - ES
Critical path can be determined by the least TF
This project schedule should be shortened by 9 days to meet the ownerrsquos need
75
Critical Path
Source Successful PM
76
Using the Critical Path to Shorten a Project Schedule
gt Three main techniques for shortening schedules
bull Shortening the duration of critical activities or tasks by adding more resources or changing their scope
bull Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost
bull Fast tracking activities by doing them in parallel or overlapping them
77
Words of Caution on Using Project Management Softwaregt Many people misuse project management
software because they donrsquot understand important concepts and have not had training
gt You must enter dependencies to have dates adjust automatically and to determine the critical path
gt You must enter actual schedule information to compare planned and actual progress
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
64
Sample PDM (Precedence Diagramming Method)
Network Diagram
65
Gantt Chartsgt Gantt charts provide a standard format for
displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format
gt Symbols includebull Black diamonds Milestones
bull Thick black bars Summary tasks
bull Lighter horizontal bars Durations of tasks
bull Arrows Dependencies between tasks
66
Gantt Chart for Software Launch Project
67
Adding Milestones to Gantt Charts
gt Many people like to focus on meeting milestones especially for large projects
gt Milestones emphasize important events or accomplishments in projects
gt You typically create milestone by entering tasks that have a zero duration or you can mark any task as a milestone
68
Sample Tracking Gantt Chart
69
Critical Path Method (CPM)gt CPM is a network diagramming technique used to
predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
70
Estimate Activity Duration
AIB
AOA
Source Successful PM
71
Case Study Development of a Web-based IS
Requested to complete in 50 days
Source Successful PM
72
Forward Path ES amp EF
Source Successful PM
73
Backward Path LS amp LF
Source Successful PM
74
Summary Table
TF = LF ndash EF
= LS - ES
Critical path can be determined by the least TF
This project schedule should be shortened by 9 days to meet the ownerrsquos need
75
Critical Path
Source Successful PM
76
Using the Critical Path to Shorten a Project Schedule
gt Three main techniques for shortening schedules
bull Shortening the duration of critical activities or tasks by adding more resources or changing their scope
bull Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost
bull Fast tracking activities by doing them in parallel or overlapping them
77
Words of Caution on Using Project Management Softwaregt Many people misuse project management
software because they donrsquot understand important concepts and have not had training
gt You must enter dependencies to have dates adjust automatically and to determine the critical path
gt You must enter actual schedule information to compare planned and actual progress
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
65
Gantt Chartsgt Gantt charts provide a standard format for
displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format
gt Symbols includebull Black diamonds Milestones
bull Thick black bars Summary tasks
bull Lighter horizontal bars Durations of tasks
bull Arrows Dependencies between tasks
66
Gantt Chart for Software Launch Project
67
Adding Milestones to Gantt Charts
gt Many people like to focus on meeting milestones especially for large projects
gt Milestones emphasize important events or accomplishments in projects
gt You typically create milestone by entering tasks that have a zero duration or you can mark any task as a milestone
68
Sample Tracking Gantt Chart
69
Critical Path Method (CPM)gt CPM is a network diagramming technique used to
predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
70
Estimate Activity Duration
AIB
AOA
Source Successful PM
71
Case Study Development of a Web-based IS
Requested to complete in 50 days
Source Successful PM
72
Forward Path ES amp EF
Source Successful PM
73
Backward Path LS amp LF
Source Successful PM
74
Summary Table
TF = LF ndash EF
= LS - ES
Critical path can be determined by the least TF
This project schedule should be shortened by 9 days to meet the ownerrsquos need
75
Critical Path
Source Successful PM
76
Using the Critical Path to Shorten a Project Schedule
gt Three main techniques for shortening schedules
bull Shortening the duration of critical activities or tasks by adding more resources or changing their scope
bull Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost
bull Fast tracking activities by doing them in parallel or overlapping them
77
Words of Caution on Using Project Management Softwaregt Many people misuse project management
software because they donrsquot understand important concepts and have not had training
gt You must enter dependencies to have dates adjust automatically and to determine the critical path
gt You must enter actual schedule information to compare planned and actual progress
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
66
Gantt Chart for Software Launch Project
67
Adding Milestones to Gantt Charts
gt Many people like to focus on meeting milestones especially for large projects
gt Milestones emphasize important events or accomplishments in projects
gt You typically create milestone by entering tasks that have a zero duration or you can mark any task as a milestone
68
Sample Tracking Gantt Chart
69
Critical Path Method (CPM)gt CPM is a network diagramming technique used to
predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
70
Estimate Activity Duration
AIB
AOA
Source Successful PM
71
Case Study Development of a Web-based IS
Requested to complete in 50 days
Source Successful PM
72
Forward Path ES amp EF
Source Successful PM
73
Backward Path LS amp LF
Source Successful PM
74
Summary Table
TF = LF ndash EF
= LS - ES
Critical path can be determined by the least TF
This project schedule should be shortened by 9 days to meet the ownerrsquos need
75
Critical Path
Source Successful PM
76
Using the Critical Path to Shorten a Project Schedule
gt Three main techniques for shortening schedules
bull Shortening the duration of critical activities or tasks by adding more resources or changing their scope
bull Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost
bull Fast tracking activities by doing them in parallel or overlapping them
77
Words of Caution on Using Project Management Softwaregt Many people misuse project management
software because they donrsquot understand important concepts and have not had training
gt You must enter dependencies to have dates adjust automatically and to determine the critical path
gt You must enter actual schedule information to compare planned and actual progress
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
67
Adding Milestones to Gantt Charts
gt Many people like to focus on meeting milestones especially for large projects
gt Milestones emphasize important events or accomplishments in projects
gt You typically create milestone by entering tasks that have a zero duration or you can mark any task as a milestone
68
Sample Tracking Gantt Chart
69
Critical Path Method (CPM)gt CPM is a network diagramming technique used to
predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
70
Estimate Activity Duration
AIB
AOA
Source Successful PM
71
Case Study Development of a Web-based IS
Requested to complete in 50 days
Source Successful PM
72
Forward Path ES amp EF
Source Successful PM
73
Backward Path LS amp LF
Source Successful PM
74
Summary Table
TF = LF ndash EF
= LS - ES
Critical path can be determined by the least TF
This project schedule should be shortened by 9 days to meet the ownerrsquos need
75
Critical Path
Source Successful PM
76
Using the Critical Path to Shorten a Project Schedule
gt Three main techniques for shortening schedules
bull Shortening the duration of critical activities or tasks by adding more resources or changing their scope
bull Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost
bull Fast tracking activities by doing them in parallel or overlapping them
77
Words of Caution on Using Project Management Softwaregt Many people misuse project management
software because they donrsquot understand important concepts and have not had training
gt You must enter dependencies to have dates adjust automatically and to determine the critical path
gt You must enter actual schedule information to compare planned and actual progress
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
68
Sample Tracking Gantt Chart
69
Critical Path Method (CPM)gt CPM is a network diagramming technique used to
predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
70
Estimate Activity Duration
AIB
AOA
Source Successful PM
71
Case Study Development of a Web-based IS
Requested to complete in 50 days
Source Successful PM
72
Forward Path ES amp EF
Source Successful PM
73
Backward Path LS amp LF
Source Successful PM
74
Summary Table
TF = LF ndash EF
= LS - ES
Critical path can be determined by the least TF
This project schedule should be shortened by 9 days to meet the ownerrsquos need
75
Critical Path
Source Successful PM
76
Using the Critical Path to Shorten a Project Schedule
gt Three main techniques for shortening schedules
bull Shortening the duration of critical activities or tasks by adding more resources or changing their scope
bull Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost
bull Fast tracking activities by doing them in parallel or overlapping them
77
Words of Caution on Using Project Management Softwaregt Many people misuse project management
software because they donrsquot understand important concepts and have not had training
gt You must enter dependencies to have dates adjust automatically and to determine the critical path
gt You must enter actual schedule information to compare planned and actual progress
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
69
Critical Path Method (CPM)gt CPM is a network diagramming technique used to
predict total project duration
gt A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
gt The critical path is the longest path through the network diagram and has the least amount of slack or float
gt Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
70
Estimate Activity Duration
AIB
AOA
Source Successful PM
71
Case Study Development of a Web-based IS
Requested to complete in 50 days
Source Successful PM
72
Forward Path ES amp EF
Source Successful PM
73
Backward Path LS amp LF
Source Successful PM
74
Summary Table
TF = LF ndash EF
= LS - ES
Critical path can be determined by the least TF
This project schedule should be shortened by 9 days to meet the ownerrsquos need
75
Critical Path
Source Successful PM
76
Using the Critical Path to Shorten a Project Schedule
gt Three main techniques for shortening schedules
bull Shortening the duration of critical activities or tasks by adding more resources or changing their scope
bull Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost
bull Fast tracking activities by doing them in parallel or overlapping them
77
Words of Caution on Using Project Management Softwaregt Many people misuse project management
software because they donrsquot understand important concepts and have not had training
gt You must enter dependencies to have dates adjust automatically and to determine the critical path
gt You must enter actual schedule information to compare planned and actual progress
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
70
Estimate Activity Duration
AIB
AOA
Source Successful PM
71
Case Study Development of a Web-based IS
Requested to complete in 50 days
Source Successful PM
72
Forward Path ES amp EF
Source Successful PM
73
Backward Path LS amp LF
Source Successful PM
74
Summary Table
TF = LF ndash EF
= LS - ES
Critical path can be determined by the least TF
This project schedule should be shortened by 9 days to meet the ownerrsquos need
75
Critical Path
Source Successful PM
76
Using the Critical Path to Shorten a Project Schedule
gt Three main techniques for shortening schedules
bull Shortening the duration of critical activities or tasks by adding more resources or changing their scope
bull Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost
bull Fast tracking activities by doing them in parallel or overlapping them
77
Words of Caution on Using Project Management Softwaregt Many people misuse project management
software because they donrsquot understand important concepts and have not had training
gt You must enter dependencies to have dates adjust automatically and to determine the critical path
gt You must enter actual schedule information to compare planned and actual progress
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
71
Case Study Development of a Web-based IS
Requested to complete in 50 days
Source Successful PM
72
Forward Path ES amp EF
Source Successful PM
73
Backward Path LS amp LF
Source Successful PM
74
Summary Table
TF = LF ndash EF
= LS - ES
Critical path can be determined by the least TF
This project schedule should be shortened by 9 days to meet the ownerrsquos need
75
Critical Path
Source Successful PM
76
Using the Critical Path to Shorten a Project Schedule
gt Three main techniques for shortening schedules
bull Shortening the duration of critical activities or tasks by adding more resources or changing their scope
bull Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost
bull Fast tracking activities by doing them in parallel or overlapping them
77
Words of Caution on Using Project Management Softwaregt Many people misuse project management
software because they donrsquot understand important concepts and have not had training
gt You must enter dependencies to have dates adjust automatically and to determine the critical path
gt You must enter actual schedule information to compare planned and actual progress
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
72
Forward Path ES amp EF
Source Successful PM
73
Backward Path LS amp LF
Source Successful PM
74
Summary Table
TF = LF ndash EF
= LS - ES
Critical path can be determined by the least TF
This project schedule should be shortened by 9 days to meet the ownerrsquos need
75
Critical Path
Source Successful PM
76
Using the Critical Path to Shorten a Project Schedule
gt Three main techniques for shortening schedules
bull Shortening the duration of critical activities or tasks by adding more resources or changing their scope
bull Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost
bull Fast tracking activities by doing them in parallel or overlapping them
77
Words of Caution on Using Project Management Softwaregt Many people misuse project management
software because they donrsquot understand important concepts and have not had training
gt You must enter dependencies to have dates adjust automatically and to determine the critical path
gt You must enter actual schedule information to compare planned and actual progress
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
73
Backward Path LS amp LF
Source Successful PM
74
Summary Table
TF = LF ndash EF
= LS - ES
Critical path can be determined by the least TF
This project schedule should be shortened by 9 days to meet the ownerrsquos need
75
Critical Path
Source Successful PM
76
Using the Critical Path to Shorten a Project Schedule
gt Three main techniques for shortening schedules
bull Shortening the duration of critical activities or tasks by adding more resources or changing their scope
bull Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost
bull Fast tracking activities by doing them in parallel or overlapping them
77
Words of Caution on Using Project Management Softwaregt Many people misuse project management
software because they donrsquot understand important concepts and have not had training
gt You must enter dependencies to have dates adjust automatically and to determine the critical path
gt You must enter actual schedule information to compare planned and actual progress
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
74
Summary Table
TF = LF ndash EF
= LS - ES
Critical path can be determined by the least TF
This project schedule should be shortened by 9 days to meet the ownerrsquos need
75
Critical Path
Source Successful PM
76
Using the Critical Path to Shorten a Project Schedule
gt Three main techniques for shortening schedules
bull Shortening the duration of critical activities or tasks by adding more resources or changing their scope
bull Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost
bull Fast tracking activities by doing them in parallel or overlapping them
77
Words of Caution on Using Project Management Softwaregt Many people misuse project management
software because they donrsquot understand important concepts and have not had training
gt You must enter dependencies to have dates adjust automatically and to determine the critical path
gt You must enter actual schedule information to compare planned and actual progress
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
75
Critical Path
Source Successful PM
76
Using the Critical Path to Shorten a Project Schedule
gt Three main techniques for shortening schedules
bull Shortening the duration of critical activities or tasks by adding more resources or changing their scope
bull Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost
bull Fast tracking activities by doing them in parallel or overlapping them
77
Words of Caution on Using Project Management Softwaregt Many people misuse project management
software because they donrsquot understand important concepts and have not had training
gt You must enter dependencies to have dates adjust automatically and to determine the critical path
gt You must enter actual schedule information to compare planned and actual progress
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
76
Using the Critical Path to Shorten a Project Schedule
gt Three main techniques for shortening schedules
bull Shortening the duration of critical activities or tasks by adding more resources or changing their scope
bull Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost
bull Fast tracking activities by doing them in parallel or overlapping them
77
Words of Caution on Using Project Management Softwaregt Many people misuse project management
software because they donrsquot understand important concepts and have not had training
gt You must enter dependencies to have dates adjust automatically and to determine the critical path
gt You must enter actual schedule information to compare planned and actual progress
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
77
Words of Caution on Using Project Management Softwaregt Many people misuse project management
software because they donrsquot understand important concepts and have not had training
gt You must enter dependencies to have dates adjust automatically and to determine the critical path
gt You must enter actual schedule information to compare planned and actual progress
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
78
Project Time Management Demo
Microsoft Project Document
How to input duration based on activity sequencing
How to establish task dependencies
Find critical path
Review CP information through
VIEW Reports Overview Critical Tasks
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
79
Project Cost Management Processes
gt Cost estimating Developing an approximation or estimate of the costs of the resources needed to complete a project
gt Cost budgeting Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
gt Cost control Controlling changes to the project budget
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
80
Types of Cost Estimates
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
81
Cost Estimation Tools and Techniques
gt Basic tools and techniques for cost estimatesbull Analogous or top-down estimates Use the actual cost of a
previous similar project as the basis for estimating the cost of the current project
bull Bottom-up estimates Involve estimating individual work items or activities and summing them to get a project total
bull Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs
bull Computerized tools Tools such as spreadsheets and project management software that can make working with different cost estimates and cost estimation tools easier
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
82
Sample Project Cost Estimate
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
83
Cost Budgeting
gt Cost budgeting involves allocating the project cost estimate to individual work items over time
gt The WBS is a required input for the cost budgeting process because it defines the work items
gt Important goal is to produce a cost baseline
bull A time-phased budget that project managers use to measure and monitor cost performance
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
84
Cost Control
gtProject cost control includes
bull Monitoring cost performance EVM
bull Ensuring that only appropriate project changes are included in a revised cost baseline
bull Informing project stakeholders of authorized changes to the project that will affect costs
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
85
Earned Value Management (EVM)
gt EVM is a project performance measurement technique that integrates scope time and cost databull 源於1960年美國海軍於專案之成本管制
gt Given a baseline (original plan plus approved changes) you can determine how well the project is meeting its goals
gt You must enter actual information periodically to use EVM
gt More and more organizations around the world are using EVM to help control project costs bull (澳洲加拿大瑞典英國日本已採用EVM管理政府部門標案)
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
86
Earned Value Management Terms
gt Plan Value (PV) 計劃值即到目前為止有多少工 作應完成
gt Earned Value (EV) 實獲值目前多少工作已完成
gt Actual Cost (AC) 實際成本已完成的工作耗用多 少成本
gt Budget at Completion (BAC) 完工總預算原計畫 的工作總成本應為多少
gt Estimate at Completion (EAC) 預估完工成本現 在預估工作總成本為多少
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
87
Earned Value Calculations for One Activity After Week One
成本變異
時程變異
成本效率
時程效率
33
50
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
88
Rules of Thumb for Earned Value Numbersgt Negative numbers for cost and schedule
variance indicate problems in those areas
gt A CPI or SPI that is less than 100 percent indicates problems
gt Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
89
Earned Value Calculations for a One-Year Project After Five Months
=80005075 + 4000
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
90
Earned Value Chart for Project after Five Months
If the EV line is below the AC or PV line there are problems in those areas
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
91
實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
92
Sample HR Cost Information
Microsoft Project Document
HR sample file
bullView HR info
bullAssign resources to tasks
EVM sample fileMicrosoft
Project Document
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
93
What Is Project Quality Management
gt Project quality management ensures that the project will satisfy the needs for which it was undertaken
gt Processes includebull Quality planning Identifying which quality standards are
relevant to the project and how to satisfy thembull Quality assurance Periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality standards
bull Quality control Monitoring specific project results to ensure that they comply with the relevant quality standards
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
94
Table of Contents for a Quality Assurance Plan
US Department of Energy
10 Draft Quality Assurance Plan11 Introduction12 Purpose13 Policy Statement14 Scope20 Management21 Organizational Structure22 Roles and Responsibilities221 Technical MonitorSenior Management222 Task Leader223 Quality Assurance Team224 Technical Staff30 Required Documentation
40 Quality Assurance Procedures41 Walkthrough Procedure42 Review Process421 Review Procedures43 Audit Process431 Audit Procedures44 Evaluation Process45 Process Improvement50 Problem Reporting Procedures51 Noncompliance Reporting Procedures60 Quality Assurance MetricsAppendixQuality Assurance Checklist Forms
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
95
Quality Assurancegt Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
gt Another goal of quality assurance is continuous quality improvement
gt Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
gt A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
96
Quality Control
gt The main outputs of quality control arebull Acceptance decisionsbull Reworkbull Process adjustments
gt Some tools and techniques includebull Statistical samplingbull Six Sigmabull Quality control charts
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
97
Statistical Sampling and Standard Deviation
gt Statistical sampling involves choosing part of a population of interest for inspection
gt The size of a sample depends on how representative you want the sample to be
gt Sample size formulaSample size = 25 X (certainty factoracceptable error)2
gt Be sure to consult with an expert when using statistical analysis
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
98
Normal Distribution and Standard Deviation
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
99
Sigma and Defective Units
Specification Range
(in +- Sigmas)
Percent ofPopulation
Within Range
Defective Units
Per Billion
1 6827 317300000
2 9545 45400000
3 9973 2700000
4 999937 63000
5 99999943 57
6 999999998 2
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
100
Sample Quality Control Chart
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
101
影響圖 (Influence Diagram)
Labor Market
Unit Price
Labor Producti-vity
Labor Cost
Profit
Cost
Leasing Fee
Land Cost
Office Cost
Revenue
Design Earn
Consult-ant Fee
Tax
Uncerta-inty Loss
Facility Type amp
Size
PC Board
Elec Fac
Clean Room
Market
Enviro Imp
Encoura-
gement Policy
Local Regula
t-ion
Market Size
Oversea
Compet
Local Compe
t
Competi in the Future
Existed Local Competi
OF
Go or No Go
Finance Government
Tax
Available
Capital
Government
PolicyStable
Politics
Alternative of fishbone diagram
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
102
OF
Office Cost
Geography
Finance
Convenience
Politics
Government Policy
Tax
Stock Loan
Transportati
on DSL
The availability of qualified
Employee
Average
SalaryPopulation
Education
Leasing fee
Land cost
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
103
Project HR Management
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
104
Responsibility Assignment Matrixes
gt A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
105
Sample Responsibility Assignment Matrix (RAM)
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
106
RAM Showing Stakeholder Roles
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
107
Staffing Management Plans and Resource Histograms
gt A staffing management plan describes when and how people will be added to and taken off the project team
gt A resource histogram is a column chart that shows the number of resources assigned to a project over time
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
108
Sample Resource Histogram
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
109
Sample Histogram Showing an Overallocated Individual
Whatrsquos wrong with this picture Assume 100 percent means Joe is working eight hours per day
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
110
Resource Leveling Example
此處總時程並 未拉長但並 非常態
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
111
Sample Resource LevelingCash flow View Reports Costs Cash flow
Cost table View TableCost
resource
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
112
Project Tracking
Microsoft Project Document
Output to PowerPoint
View Toolbars Analysis Copy Picture to Office Wizard
tracking
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-
113
專案實例分析及探討
- 專案管理實務
- 講師介紹
- 課程規劃
- 課程規劃 (Contrsquod)
- 課程規劃 (Contrsquod)
- 專案管理簡介
- 專案管理相關證照
- Slide Number 8
- PMP認證流程 (httpwwwpsigcomtw)
- IPMA（國際專案管理協會）
- 中華知識管理應用協會
- What is Project
- What is Project Management
- 常見之專案管理輔助軟體
- 專案管理應用軟體範例
- More examples
- More examples
- Slide Number 18
- Slide Number 19
- 專案實例
- Project Life Cycle (專案生命週期)
- PM Processes (PDCA)
- Five Project Management Processes
- Nine Project Management Knowledge Areas
- Project Management Framework
- Relationships Among Process Groups and Knowledge Areas
- Relationships Among Process Groups and Knowledge Areas (contrsquod)
- 專案管理引用之技術
- Decision Tree 決策樹
- GoNo-Go Decision (Chou)
- Cost Prediction (Birnie 1991)
- 其它的決策實例
- Fishbone Diagram
- Gantt Chart for Software Launch Project
- Sample Tracking Gantt Chart
- Sample Activity-on-Arrow (AOA) Network Diagram for Project X
- Task Dependency Types
- Critical Path Method (CPM)
- Determining the Critical Path for Project X
- Program Evaluation and Review Technique (PERT)
- PERT Formula and Example
- Management Information Systems in PM
- Slide Number 43
- 九大知識領域
- Project Integration Management Processes
- Project Integration Management Processes (contrsquod)
- Slide Number 47
- 專案選擇與決策分析模式-Financial Analysis of Projects
- Return on investment (ROI)
- Weighted Scoring Model
- Sample Weighted Scoring Model for Project Selection
- What is Project Scope Management
- Project Scope Management Processes
- Sample Intranet WBSOrganized by Product
- Sample Intranet WBSOrganized by Phase
- Intranet WBS in Tabular Form
- Intranet WBS and Gantt Chart in Project 2000
- Intranet Gantt Chart Organized by Project Management Process Groups
- Resulting WBS in Chart Form
- Scope Management Demo
- Project Time Management Processes
- Activity Sequencing
- Network Diagrams
- Sample PDM (Precedence Diagramming Method) Network Diagram
- Gantt Charts
- Gantt Chart for Software Launch Project
- Adding Milestones to Gantt Charts
- Sample Tracking Gantt Chart
- Critical Path Method (CPM)
- Estimate Activity Duration
- Case Study Development of a Web-based IS
- Forward Path ES amp EF
- Backward Path LS amp LF
- Summary Table
- Critical Path
- Using the Critical Path to Shorten a Project Schedule
- Words of Caution on Using Project Management Software
- Project Time Management Demo
- Project Cost Management Processes
- Types of Cost Estimates
- Cost Estimation Tools and Techniques
- Sample Project Cost Estimate
- Cost Budgeting
- Cost Control
- Earned Value Management (EVM)
- Earned Value Management Terms
- Earned Value Calculations for One Activity After Week One
- Rules of Thumb for Earned Value Numbers
- Earned Value Calculations for a One-Year Project After Five Months
- Earned Value Chart for Project after Five Months
- 實獲值管理圖 (專案管理基礎知識與應用實務2005NPMA)
- Sample HR Cost Information
- What Is Project Quality Management
- Table of Contents for a Quality Assurance Plan
- Quality Assurance
- Quality Control
- Statistical Sampling and Standard Deviation
- Normal Distribution and Standard Deviation
- Sigma and Defective Units
- Sample Quality Control Chart
- 影響圖 (Influence Diagram)
- Slide Number 102
- Project HR Management
- Responsibility Assignment Matrixes
- Sample Responsibility Assignment Matrix (RAM)
- RAM Showing Stakeholder Roles
- Staffing Management Plans and Resource Histograms
- Sample Resource Histogram
- Sample Histogram Showing an Overallocated Individual
- Resource Leveling Example
- Sample Resource Leveling
- Project Tracking
- 專案實例分析及探討
-