欢迎来到项目管理培训！Welcome to Project Management Training ！

任务和子项目项目类别 或重大项目程序特拉克斯项目组合

Interinvestment’s portfolio is comprised of programs and projects which are strategically selected and aligned in order to achieve the company's overall vision

特拉克斯的组合是由为了实现公司整体愿景而进行过战略性筛选和对齐的项目与程序组成

WBSWBS Dictionary (WBS 词典）PERT & CPM

EVM

员工项目经理总经理 员工只对自己负责的任务有系统访问权。管理者可以控制账户级别访问和项目级别的访问。 高级管理人员有所有项目和项目组合级别的访问权。

Interinvestment’s portfolio is comprised of programs and projects which are strategically selected and aligned in order to achieve the company's overall vision

特拉克斯的组合是由为了实现公司整体愿景而进行过战略性筛选和对齐的项目与程序组成

任务和子项目项目类别 或重大项目程序特拉克斯项目组合

Interinvestment综合目标规划策略与流程

SMART• Specific 具体的意思 • Measurable 可测量的意思 • Attainable & agreed upon 商定的意思• Relevant & responsible 关联 / 责任的意思• Time-based 基于时间的意思

Specific 具体 • Goals must be clear and unambiguous; vagaries and platitudes have no place in

goal setting. 目标的设定必须是一目了然，不存在任何的可变性以及陈词滥调需要的是方向清晰。• When goals are specific, people will know what is expected, when, and how

much.当我们的目标明确 , 同样也会知道期待值所在，什么时候，多少。• Because the goals are specific, you can easily measure your employees' progress

toward their completion. 正因为目标的清晰具体化，你可以轻松的掌握你员工的工作项目完成进度。

Measurable 可测量 • What good is a goal that you can't measure? If your goals are not measurable,

you never know whether your employees are making progress toward their successful completion.

一个不能量化的目标不是一个好目标，如果在项目执行中你无法量化将无法知道你的员工完成情况以及完成时间。• It's tough for your employees to stay motivated to complete their goals when

they have no milestones to indicate their progress. 当你的员工没有里程碑来引导他们的项目进展，是难以保持他们主观能动性的完成他们目标。

Attainable & Agreed upon 可达到的 & 商定

• Goals must be realistic and attainable by average employees. 目标的设立对于每位员工都是真是具体的且具有可行性。

• The best goals require employees to stretch a bit to achieve them, but they aren't extreme. That is, the goals are neither out of reach nor below standard performance. Goals that are set too high or too low become meaningless, and employees naturally come to ignore them.

最佳的目标设定是拉升员工去实现它，并非走极端，简言一致，对于目标设定不能遥 不可及当然也不能过低，过高则无可行性价值，过低员工则全力以赴的完成目标。

Attainable & Agreed upon 可达到的 & 商定

• Take into account the skills knowledge and resources at your disposal so that goals will be realistic. You may need to consider whether you need any training or development (or other support) in order to achieve the objective.

在设置目标时要考虑自身对技术，知识和资源的处理能力， 这样的目标才是真实可行的。你也可以考虑任何培训及发展（其他支持）以至于我们目标的完成。• Employees should discuss their goals amongst themselves and also with the

manager to make sure that everyone is in agreement.

针对目标的确立管理者及员工之间应开展目标研讨，已确保 每一位参与者无任何异议

Relevant/responsible 关联，责任的• Goals must be an important tool in the grand scheme of reaching the company's vision and

mission. 目标是公司实现战略规划，远景和使命的重要工具。

• Goal “cascades” can be used to connect individuals’ goals to departmental goals and departmental goals to company goals.

目标就如瀑布坠下一般水帘相连，这个相连是从个人到部门， 部门到公司的目标。

Time-based 基于时间 • Goals must have starting points, ending points, and fixed durations. 目标必须要具有起点，终点和固定期限或时间• Commitment to deadlines helps employees to focus their efforts

on completion of the goal on or before the due date. 期限的承诺有助于员工在到期之前全力以赴的完成目标。• Goals without deadlines or schedules for completion tend to be

overtaken by the day-to-day crises that invariably arise in an organization一个组织在设立目标没有期限或者时间安排来推进完成，那么发展趋势则会由于被该组织的其他日常问题或者紧急事务耽误而不能正常完成。

Examples: • Customer Support Management SMART Objectives

Not a SMART Goal:

• Decrease the time to respond to customer queries通过减少时间来回应客户的问题或查询。SMART Goal

• Decrease the time to respond to customer queries by 3 minutes by the end of this March.

• Decrease the time to resolve customer issues from 2 hours to 1.5 hours by July 2011.

• Note: If the objective stated Decrease the time to resolve customer issues from 2 hours to 0.25 hours by July 2011, alarm bells should ring because the objective would not be realistic

Examples: A Communications Department in a large company:

Not a SMART goal:• Employee will improve their writing skills.员工将会提高他们的写作能

Does not identify a measurement or time frame, nor identify why the improvement is needed or how it will be used不确定的一个测量方式或时间框架 , 也不确定为什么需要改进或如何使用。

SMART goal:The Department has identified a goal to improve communications with administrative staff by

implementing an internal departmental newsletter.• Elaine will complete a business writing course by January 2010 and will publish the first

monthly newsletter by March 2010. • Elaine will gather input and/or articles from others in the department and draft the

newsletter for supervisor review, and when approved by supervisor, distribute the newsletter to staff by the 15th of each month.

• 部门已经确定了一个目标 , 对改善与管理人员的沟通通过实现一个内部部门的通讯，伊莱恩将在 2010 年 1 月完成商务写作课程将在 2010 年 3 月发布首次出现月度简报，伊莱恩将收集输入和 / 或从其他部门起草文章经主管审查和批准 , 并在每个月的 15 日发送给员工。

创造 WBS:

控制账户是用 WBS （工作分解结构）来进行成本控制和对工作重要环节进行绩效考评。控制账户也称为成本账户。两个术语是可以互换的，但是，我们一般使用控制账户。 一个控制账户的主要管理点是：• 成本汇总• 方差分析和报告• 权责分配• 范围说明书• 校正计划控制账户经理（ CAM ）负责执行分配的控制账户的工作说明书。下图描述了WBS 下的 ACME 房屋项目的控制账户。

建立控制账户具体包括了工作包和规划方案。让我们花点时间来回顾下（什么是）工作包。工作包（ WP ）是在控制账户下的一段离散工作，具体可定义为：• 一份描述或简短的工作说明书• 有起止日期• 完成标志（里程碑）• 工作过程中的措施• 分时段预算包括直接人工（小时，美元），材料，其他直接成本和分包（美元）很重要的一点是一个工作包的持续时间段相对较短（通常，但不限于，时间要小于 6 个月）

ACME Housing Corporation1

House BuildingProject

1.1

Concrete1.1.1

Pour Foundation1.1.1.1

Install Patio1.1.1.2

Stairway1.1.1.3

Framing1.1.2

Frame ExteriorWalls1.1.2.1

Frame InteriorWalls1.1.2.2

Install RoofingTrusses1.1.2.3

Plumbing1.1.3

Install WaterLines

1.1.3.1

Install Gas Lines1.1.3.2

Install B/KFixtures1.1.3.3

Electrical1.1.4

Install Wiring1.1.4.1

Install Outlets/Switches1.1.4.2

Install Fixtures1.1.4.3

Interior1.1.5

Install Drywall1.1.5.1

Install Carpets1.1.5.2

Install Painting1.1.5.3

Roofing1.1.6

Install Felt1.1.6.1

Install Shingles1.1.6.2

Install Vents1.1.6.3

Work Package / Planning Package Level

Control Account Level

Level 1

Level 2

Level 3

Level 4

WBS Dictionary Entry 辞典条目

PERT & CPM

PERT

• Program 程序、计划• Evaluation 评估• Review 回顾• Technique 技巧，手法

CPM

• Critical 鉴定• Path 路径• Method 方法

I Will Explain this later!

This is a PERT Diagram:

Let’s build a PERT Diagram:

• Make a Sandwich WBS

Our first step is to estimate the time to….

第一李子：构造一个圆图 Next, Construct a circle diagram

• Use this table as an example to construct circle diagram.

TaskImmediate Predicessor

Expected Time

(Weeks)A - 7B A 3C B 1D A 8E D,C 2F D,C 1G D,C 1H F 3J H 2K E,G,J 1

Et=(a+4m+b)/6

It should look something like this:

A

B

D

C F

G

E

H JK

Start

Finish

就拿圆图，并把它变成一个 PERT 图

它应该是这个样子：提早开始 时期 提早完成

晚开始 松弛 晚完成

7 3 10 10 1 11 15 1 16 16 3 19 19 2 21

11 4 14 14 4 15 15 0 16 16 0 19 19 0 210 7 7 21 1 22

15 1 160 0 7 7 8 15 21 0 22

20 5 217 0 15

15 2 17

19 4 21

H J

K

A

A

B

D

C F

E

GStart Finish

早期开始 持续时间 早期完成

晚期开始 松弛 晚期完成

A （任务）

Practice Problems…

a m b E=(a+4m+b)/6

Task 任务

Immediate Predicessor

最接近的前任

Optimistic Time

乐观的时间

Most Probable

Time 很可能的

时间

Pessimistic Time

悲观的时间

Expected Time

预算的时间

A - 5 25 15.00B A 4 20 30 19.00C B 7 23 23.00D B 3 8 13 8.00E B 7 17 8.00F C,D 5 9 25 11.00G E,F 18 44 27.00H G 4 11 36I H 7 18 29 18.00

Practice Problem 1: (Handout 1)

15

39

3

2514

Practice Problem 2: Complete the Circle Diagram (Handout 2) 构造一个圆图

Task Description Duration TaskImmediate

Predecessor(Working Days) Predecessor/sRequirement Analysis A -B Systems Design B A Programming C B telecoms D BHardware Installation E BIntegration F C,DSystem Testing G E,FTraining/Support H GHandover and Go-Live I H

Practice Problem 2 Answer:它应该是这个样子

A D

E

B

C

F

G H I

Task Description Duration TaskImmediate

Predecessor(Working Days) Predecessor/sRequirement Analysis A -B Systems Design B A Programming C B telecoms D BHardware Installation E BIntegration F C,DSystem Testing G E,FTraining/Support H GHandover and Go-Live I H

Practice Problem 3 实操演练 : (Handout 3) 从数据创建 PERT 图

Task Immediate

Predecessor

Expected Time

(Days)A - 3B A 6C A 7D A 5E B & C 13F C & D 8G F 11H G & E 6

Create a PERT Diagram from the data:

Practice Problem 3 实操演练 Answer:

• What’s the Critical Path? 什么是 PERT 图的关键路径？• A,C,F,G,H

Practice Problem 3 实操演练 :

3 6 9

10 7 16 10 13 230 3 3

3 7 10 16 6 29 29 6 350 0 3

3 0 10 29 0 3510 8 18

3 5 810 0 18 18 11 29

5 2 10. 18 0 29

D

E

F

G

H ENDCStart A

B

Task Immediate Predecessor

Expected Time (Days)

A - 3B A 6C A 7D A 5E B & C 13F C & D 8G F 11H G & E 6

Draw the full pert diagram:

Earned Value Management (EVM)铮值分析

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 300

20

40

60

80

100

120

累积的资源 "S" Curve

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30

A

B

C

D

E

F

G

H

I

J

资源 0 4 4 4 4 4 4 4 2 3 3 3 2 2 2 2 2 6 6 6 4 4 4 4 4 4 4 4 3 3 1

累积的资源 0 4 8 12 16 20 24 28 30 33 36 39 41 43 45 47 49 55 61 67 71 75 79 83 87 91 95 99 102 105 106

计划成本

实际成本

M T W Th F S Su M T W

1000

900

800

700

600

500

400

300

200

100

0

计划成本实际成本

M T W Th F S Su M T W

铮值

1000

900

800

700

600

500

400

300

200

100

0

计划成本实际成本

M T W Th F S Su M T W

铮值

成本偏差

进度偏差

1000

900

800

700

600

500

400

300

200

100

0

计划成本

实际成本

M T W Th F S Su M T W

铮值计划成本

实际成本

M T W Th F S Su M T W

铮值

计划成本实际成本

M T W Th F S Su M T W

铮值 计划成本

实际成本

M T W Th F S Su M T W

铮值

Late and Over-psent

Early and Under-spent

Early and Over-spent

Late and Under-spent

Practice Problem:

成本类 金额

计划价值。。。。。。。。。。。。。。

实际成本。。。。。。。。。。。。。。

铮值。。。。。。。。。。。。。。。。

$720 K $600 K $680 K

CPI, CV, SPI, SV, EAC

EAC= AC+(BAC-EV)

一个项目的预算为 150万美元，计划持续进行 20 个月。在报告期的第 8 个月底已经建立。 8 个月之后的数据报告如下：

EVM Example #1

第一个例子 Month 月

Activity 任务 Cost 成本 1 2 3 4 5 6

Site work 现场工作 $22,000.00

Fencing 篱笆 $10,000.00

Paving 铺路 $18,000.00

Excavation 挖掘 $30,000.00

Foundation 基础 $50,000.00

Framing 成帧 $40,000.00

Rough Electric 粗略电气 $6,000.00

Rough Plumbing 粗略水暖 $16,000.00

Drywall 石膏板 $13,000.00

Ceiling 天花板 $4,000.00

Interiors 内饰 $34,000.00

Carpeting 地毯 $14,000.00 3.5 过了三个半

月 Original Estimate of Total Costs 原来计算成本：$257,000.00

Complete 完成的：

Site work 现场工作 Incurred Costs to Date 成本至今：

Fencing 篱笆 $152,000.00Excavation 挖掘 Foundation 基础 Rough Electric

粗略电气

1/2 complete 完成：

3/4 Complete 完成：

Paving 铺路 Rough Plumbing

粗略水暖

Framing 成帧

PV ?EV ?AC ?

BAC ?EAC ?SV ?CV ?SPI ?CPI ?

% SV ?% CV ?

EVM 第一个例子：PV $161,000.00EV $159,000.00AC $152,000.00

BAC $257,000.00EAC $250,000.00

SV-$2,000.00

CV $7,000.00

SPI0.99

CPI1.05

% SV -1.24%% CV 4.61%

EVM 第二例子：Activity 任务 成本 1 2 3 4 5 6Requirements Analysis 需求分析 $15,000.00 Design Focus Group Research Survey 设计焦点小组调查研究 $3,000.00 Focus group screening and selection 焦点小组筛选和选择 $21,000.00 Perfrom Focus Group 进行焦点小组 $52,000.00 Focus group analysis and report 焦点小组的分析和报告 $41,000.00 Market Research Survey 市场研究调查 $65,000.00 Marketing Design 营销设计 $7,500.00 T.V. Commerical Recording T.V.商业录音 $12,000.00 T.V. Commerical Broadcast T.V.商业广播 $22,000.00 Radio Advert Recording 广播广告录制 $9,500.00 Radio Advert Broadcast 电台广播广告 $28,000.00 Customer Feedback Survey 客户反馈调查 $23,000.00

After 4.5 Months 四个半月以后的情况： Expected Project Duration 项目计算时间： 6 月Requirements Analysis 需求分析 Original Estimate of Total Costs 原来计算成本：Design Focus Group Research Survey 设计焦点小组调查研究 $299,000.00

Perform Focus Group 进行焦点小组 Incurred Costs to Date 成本至今：Focus group analysis and report 焦点小组的分析和报告 $247,000.00

Market Research Survey 市场研究调查 1/2 Complete 完成：

Marketing Design 营销设计 T.V. Commerical Recording T.V.商业录音

3/4 Complete 完成：T.V. Commerical Broadcast T.V.商业广播 Radio Advert Recording 广播广告录制

PV ?EV ?AC ?

BAC ?EAC ?SV ?CV ?SPI ?CPI ?

% SV ?% CV ?

Answers to Problem 2PV $232,250.00EV $230,375.00AC $247,000.00

BAC $299,000.00EAC $315,625.00SV -$1,875.00CV -$16,625.00SPI 0.99CPI 0.93

% SV -0.81%% CV -7.22%EAC= AC+(BAC-EV)

第三例子：Activity 任务 成本 1 2 3 4 5 6 7 8 9 10 11 12Surveying 测量学 $19,000.00 Engineering Drawings 工程图 $53,000.00 Earthwork 土方 $89,000.00 Sitework 现场工作 $22,000.00 Fencing 击剑 $7,500.00 Paving 铺路 $24,000.00 Foundation 基础 $56,000.00 Framing 取景 $47,000.00 Roofing 屋顶 $44,000.00 Rough Electric 粗略电气 $21,000.00 Rough Plumbing 粗略水暖 $17,500.00 Drywall 石膏板 $28,000.00 Carpeting 地毯 $33,000.00 Ceiling 天花板 $22,000.00 Interior Paint 内墙涂料 $11,000.00 Exterior Paint 外墙漆 $21,000.00 Final Inspections 最后检查 $12,000.00

Complete 完成的： Expected Project Duration 项目计算时间：

1 年Surveying 测量学

Engineering Drawings 工程图 Original Estimate of Total Costs 原来计算成本：

Earthwork 土方 $527,000.00Sitework 现场工作 Fencing 击剑 Incurred Costs to Date 成本至今：Paving 铺路 $402,000.00

Foundation 基础 Roofing 屋顶 Drywall 石膏板

Not Started 还没开始：

Rough Electric 粗略电气 Rough Plumbing 粗略水暖

PV ?

EV ?

AC ?

BAC ?

EAC ?

SV ?

CV ?

SPI ?

CPI ?

% SV ?

% CV ?

PV $380,750.00EV $342,500.00AC $402,000.00

BAC $527,000.00EAC $217,500.00SV -$38,250.00CV -$59,500.00SPI 0.90CPI 0.85

% SV -10.05%% CV -17.37%EAC= AC+(BAC-EV)EAC= $586,500.00

50-50 Rule

Activity Estimated

Costs PV EV

1 2 3 4 5 6 7 8

$10,000.00

$25,000.00

$16,000.00

$12,000.00

$50,000.00

$6,000.00A

B

F

E

D

C