()

EMBA

?

Project

Project

Program

Task

Mission

2

/, ,

3

//

?

?

?

?

4

?

_______ _______ _______ _______ _______ _______ _______ _______ _______ _______ _______ _______ _______ _______ _______ _______

5

(Project)

, (PMI)

,,, ,

.( Tom Peters)

(J.M.Juran 1989)

6

(Project Management)

: ( PMBOK )

,

7

PM

1. 2. 3.

4.

5. (BPR)

6.

?

8

: , , PMP PMBOK, PMI 9

(Initiating Processes)

(Planning Processes) ,

(Executing Processes) (project plan)

(Controlling Processes)

(Closing Processes)

10

11

12

Organiza1on: Structure and Culture

v

v

v

v

13

v

1.

2.

3.

4.

5.

6./

7./

14

v

v

v

15

v(Divisional Structure)

A CB

16

17

v(Geographic Structure)

18

v(Hybrid Structure)

v

v

A

B

C

19

20

21

v

22

v

()

()

()

() 23

v

v

v

24

v

25

v

26

q?q?q?q?q? q70%?

4~6

27

/

28

29

:

Project Charter Project Title :

Champion:

Deployment Champion:

Process Owner:

Problem Statement: ()

Project Objective : 70%

Schedule:

Project Scope:

Project Team:

Cost/Benefit Analysis

Critical To Quality(CTQs) Champion Approve:

30

100%

100% 100%

31

WBS

32

: Operational Definition WBS: Work Breakdown Structure

? /

: PERT / /(Resource Leveling )

WBS

33

34

Step1: 3M ( Man/Machine/Material ) Resource pool

Step2:Top-Down BoJom up AACE

35

Step3:

Trade off

Step4:

36

_WBS

1000

2000

3000

4000

5000

6000

7000

8000

1100

1200

37

(OBS)

38

RAMcontrol account

1000

CA

CA

WBS

OBS

CA

CA

1100

1200

1300

1110

1120

1130

A1

A3

A2

WBS# + OBS#

1130-A2

RAM

39

11009 $16,500 6 $16,000 1000

40

11009$16,5006$16,0001000

BAC16,500 16,500/110015/Budget At Comple1on

AC16,000Actual Cost

PV11,0006/9110015Planned Value

EV15,000100015Earned Value

41

BAC16,500 AC16,000 PV 11,000 EV 15,000

n CVEVAC -1,000 15,000 16,000 Cost Variance

n SVEVPV 4,000 15,000 11,000Schedule Variance

n CPIEV/AC 0.94 15,000 / 16,000 Cost Performance Indicator

n SPIEV/PV 15,000 / 11,000 1.36 Schedule Performance Indicator

n EACBAC/CPI 16,500 /0.94 17,553 =>

Estimate At Completion BAC/CPI

n VACBACEAC 16,500 17,553 -1,053Variance AT Completion BAC EAC

42

()

:

Leadership: Being an Effective Project Manager

43

? ? ? ? ? ?

:

44

45

:

:

:

:

:

:

:

:

:

:

:

46

--

-- --

47

48

Vs. ,

Customer requirement PDCA

49

Step1:

ISO 9000

DOE COQ

50

Cost Of Quality

A. (Cost Of Achieving Good Quality)

B.

(Cost Of Poor Quality)

51

Cost Of Quality

A. (Cost Of Achieving Good Quality)

//

,,,,

52

Cost Of Quality

B. (Cost Of Poor Quality)

////

53

COPQ?

COPQ

COPQ

COPQ

54

Inspec1on Control Chart Pareto Chart Sta1s1cs Sampling Flow char1ng Trend Analysis

55

56

l 10/31/20043090%

l 12/31/2004 l 200506ISO 9001 l 200412 l 2005200

l 200404

57

58

? ? ? ?

59

Work Breakdown Structure

1 2

1.1 1.2 2.1 2.2

1.1.1 1.1.2 1.2.1 2.1.1 2.1.2 2.1.3

60

Step1 //:

/////. Step2

,

61

&

62

/

63

()

64

65

?

66

Managing Risk

(FMEA; Failure Modes and Effects Analysis)

(FMEA) NASA()

FMEA FMEA

,

68

FMEA FMEA: , (Poten,al Failure Mode): .

(Poten,al Failure Effect): . (Severity): . . (Cause): , .

(Occurrence): . (Detec,on): (),

RPN(Risk Priority Number): ; ,.

69

Actions TakenSEV

OCC

DET

RPN

What are the actions for reducing the occurrence, or improving detection, or for identifying the root cause if it is unknown? Should have actions only on high RPN's or easy fixes.

Who is responsible for the recommended action?

List the completed actions that are included in the recalculated RPN.Include the implementation date for any changes.

Wha

t is

the

new

se

verit

y?

Wha

t is

the

new

pro

cess

ca

pabi

lity?

Are

the

dete

ctio

n lim

its

impr

oved

?

Rec

omkp

ute

RPN

aft

er

actio

ns a

re c

ompl

ete.

0

0

0

0

0

0

Action Results

RecommendedAction(s)

Responsibility and

Completion Date

The highest value process steps from the C&E

matrix.

In what ways might the process potentially fail to meet the process requirements and/or design intent?

What is the effect of each failure mode on the outputs and/or customer requirements?The customer could be the next operation, subsequent operations, another division or the end user.

How

Sev

ere

is th

e ef

fect

to

the

cuso

tmer

?

How can the failure occur?Describe in terms of something that can be corrected or controlled. Be specific. Try identify the causes that directly impacts the failure mode, i.e., root causes.

How

oft

en d

oes

the

caus

e or

failu

re m

ode

occu

r?

What are the existing controls and procedures (inspection and test) that either prevent failure mode from occurring or detect the failure should it occur? Should include an SOP number.

How

wel

l can

you

det

ect

caus

e or

FM

?

SEV

x O

CC

x D

ET

0

0

0

0

0

0

RPN

Potential Cause(s)/Mechanism(s) of Failure

OCC

Current Process Controls

DET

Process Function Potential Failure Mode

Potential Effects of Failure

SEV

FMEA

FMEA , . , ()

70

71

72

Progress and Performance Measurement and EvaluaMon _

73

(Baseline)

()

74

$

T

$

T

9-1

75

76

77

78

l lllllll l l l

79

Managing Project Teams: &

1. 2. 3. 4.

5. 6. 7.

80

1.

81

2.

82

3.

83

4.

84

5.

;

85

6.

(fight) (flight)

86

7.

87

88

89

90

*

*

*

TEAM WORK

91

92

:

93

Technical

Political

Cultural

, , / (kick the tires)

political map safe exits /

: ? (mindset) ,

94

(Stakeholder Analysis)

( -2 )

( -1 )

( 0 )

( 1 )

( 2 )

: 1. ( = ). 2. (X = )

3.

. 4. . 95

( -2 ) ( -1 ) ( 0 ) ( 1 ) ( 2 )

= reducing number of suppliers

? ; ? ? ?

= = = Ok

X

X

X

X

X

Sam Siteking

Steffie Peddler

Jacky P. Agent

Sue Costout

Mary Chief- Engr

Juan Cuidado

Bill Fixit

Jim Vendor

96

MS-Project

25000

PDM SAP 1000000

Minitab 40000

MS-Visio

N/A

97

PMP/ CPMP IPMA

(PMI, IPMA )

ISO 10006

ISO TC 176 SC 2

Six Sigma BB/GB

/

ASQ /

98

?

99

16

14

13

9.6%

8

100