項(xiàng)目管理講解課件

項(xiàng)目管理

楊萬榮

2005年3月項(xiàng)目管理內(nèi)容安排

Day1AM：項(xiàng)目管理概論：知識(shí)領(lǐng)域、生命周期、項(xiàng)目環(huán)境Day1PM：項(xiàng)目決策：決策依據(jù)項(xiàng)目建議書、項(xiàng)目申請書、項(xiàng)目可行性研究報(bào)告項(xiàng)目擬定：分組、擬定項(xiàng)目Day2Am：計(jì)劃：WBS,,WBSDictionary，GanttChart，Network（ADM，PDM），CPM；成本管理：AC,BC,CV,CPIDay2Pm：MicrosoftProjectandothersoftware'sApplication:elementsofProject內(nèi)容安排

Day1AM：內(nèi)容安排（續(xù)）Day3Am：項(xiàng)目人力資源管理：項(xiàng)目經(jīng)理、項(xiàng)目團(tuán)隊(duì)、項(xiàng)目沖突、項(xiàng)目組織案例：Day3Pm：項(xiàng)目溝通管理：溝通計(jì)劃、溝通技術(shù)Day4Am：項(xiàng)目風(fēng)險(xiǎn)管理、項(xiàng)目質(zhì)量管理Day4Pm：項(xiàng)目質(zhì)量管理綜合案例：悉尼小木屋案例、國民保險(xiǎn)公司案例內(nèi)容的復(fù)習(xí)，課堂測試。內(nèi)容安排（續(xù)）Day3Am：項(xiàng)目管理參考書：成功的項(xiàng)目管理（美國）J.Guido機(jī)械工業(yè)有效的項(xiàng)目管理(第二版）羅伯特?K?威索基項(xiàng)目管理（英）M.FieldL.Keller東北財(cái)大項(xiàng)目管理叢書清華大學(xué)項(xiàng)目管理知識(shí)體系指南

AGuidetotheProjectManagementbodyofknowledge(PMBOK)PMI2000Version項(xiàng)目管理參考書：成功的項(xiàng)目管理（美國）J.Guido項(xiàng)目管理的知識(shí)領(lǐng)域根據(jù)2000版PMBOK所定義項(xiàng)目整體管理(Integrity)項(xiàng)目范圍管理(Scope)項(xiàng)目時(shí)間管理(Time)項(xiàng)目成本管理(Cost)項(xiàng)目質(zhì)量管理(Quality)項(xiàng)目人力資源管理(HumanResource)）項(xiàng)目溝通管理(Communication)項(xiàng)目風(fēng)險(xiǎn)管理(Risk)項(xiàng)目采購管理(Procurement）項(xiàng)目管理的知識(shí)領(lǐng)域根據(jù)2000版PMBOK所定義項(xiàng)目管理概論1.項(xiàng)目的涵義和特征2.在項(xiàng)目管理中的關(guān)鍵約束條件3.一個(gè)項(xiàng)目是怎樣誕生的4.項(xiàng)目生命周期5.項(xiàng)目管理過程所涉及的步驟6.項(xiàng)目管理的益處項(xiàng)目管理概論1.項(xiàng)目的涵義和特征項(xiàng)目定義以一套獨(dú)特而相互聯(lián)系的任務(wù)為前提,有效地利用資源,在一定的期限內(nèi)為實(shí)現(xiàn)一個(gè)特定的目標(biāo)所做的努力.項(xiàng)目定義以一套獨(dú)特而相互聯(lián)系的任務(wù)為前提,有效地利用資源,在項(xiàng)目七大特征項(xiàng)目有一個(gè)明確界定的目標(biāo)（Objectives）項(xiàng)目的執(zhí)行要通過完成一系列相互關(guān)聯(lián)的任務(wù)（Tasks）項(xiàng)目需要運(yùn)用各種資源來執(zhí)行任務(wù)（Resources）項(xiàng)目有具體的時(shí)間計(jì)劃或有限的壽命（lifecycle）項(xiàng)目可能是獨(dú)一無二的、一次性的努力（effort）每個(gè)項(xiàng)目都有客戶（customers，clients）項(xiàng)目包含一定的不確定性（uncertainties）項(xiàng)目七大特征項(xiàng)目有一個(gè)明確界定的目標(biāo)（Objectives）項(xiàng)目舉例:安排一個(gè)演出活動(dòng)開發(fā)和介紹一種新產(chǎn)品設(shè)計(jì)和執(zhí)行一個(gè)計(jì)算機(jī)系統(tǒng)使一個(gè)工廠現(xiàn)代化組織一次培訓(xùn)活動(dòng)組織某產(chǎn)品的促銷活動(dòng)組織一次市場調(diào)查項(xiàng)目舉例:安排一個(gè)演出活動(dòng)Assignments:保安巡邏是否為項(xiàng)目項(xiàng)目管理中的問題列舉Assignments:保安巡邏是否為項(xiàng)目項(xiàng)目環(huán)境項(xiàng)目干系人項(xiàng)目來源項(xiàng)目和戰(zhàn)略規(guī)劃的關(guān)系可行性研究項(xiàng)目章程項(xiàng)目環(huán)境項(xiàng)目干系人項(xiàng)目干系人(Stakeholders)個(gè)人和組織，他們或者積極參與項(xiàng)目，或者其利益在項(xiàng)目執(zhí)行中或者成功后收到積極或消極影響。項(xiàng)目經(jīng)理－－負(fù)責(zé)項(xiàng)目的個(gè)人發(fā)起人（Sponsor）執(zhí)行組織內(nèi)部或外部的個(gè)人獲團(tuán)體，他們以現(xiàn)金和實(shí)物的形式為項(xiàng)目提供資金資源擁護(hù)者（Supporters)顧客Customer或委托人Client使用項(xiàng)目產(chǎn)品的個(gè)人或組織。顧客可能是多層次的。項(xiàng)目成員其他項(xiàng)目干系人(Stakeholders)個(gè)人和組織，他們或者積項(xiàng)目干系人設(shè)別舉例:中海油中石化里海項(xiàng)目(新浪網(wǎng)報(bào)道）理工大學(xué)體育館中國居民新身份證項(xiàng)目項(xiàng)目干系人設(shè)別舉例:項(xiàng)目來源組織政府企業(yè)團(tuán)體個(gè)人項(xiàng)目來源組織項(xiàng)目管理與戰(zhàn)略規(guī)劃的關(guān)系來源：組織使命（MissionStatement）來自上層的變革來自下層的變革外部變革（環(huán)境）目標(biāo)識(shí)別方法：頭腦風(fēng)暴法（Brainstorming）名義團(tuán)體法（NominalGroupTechnique）關(guān)系圖項(xiàng)目管理與戰(zhàn)略規(guī)劃的關(guān)系來源：項(xiàng)目管理的益處最終益處:擁有滿意的客戶個(gè)人獲益:滿足感,知名度,擴(kuò)展知識(shí),提高能力項(xiàng)目管理的益處最終益處:擁有滿意的客戶項(xiàng)目三角形QualityScopeScheduleResource項(xiàng)目三角形QualityScopeScheduleResou

項(xiàng)目管理的關(guān)鍵約束條件工作范圍即為使客戶滿意而必須做的所有工作成本即客戶同意為一個(gè)可接受的項(xiàng)目交付物所付的款項(xiàng)進(jìn)度計(jì)劃是使每項(xiàng)活動(dòng)開始及結(jié)束時(shí)間具體化的進(jìn)度計(jì)劃客戶滿意度項(xiàng)目管理的關(guān)鍵約束條件工作范圍項(xiàng)目管理的關(guān)鍵約束條件（續(xù)）CostTimeQuality項(xiàng)目管理的關(guān)鍵約束條件（續(xù)）CostTimeQualityProjectFlexibilityThroughouttheproject,youwillneedtodetermineonwhatbasistomakedecision.Determiningtheflexibilityofaprojectiscrucialtothisprocess.ProjectflexibilityisAPRIORITIEDorderingofthethreeelementsofaproject

Least MODERAT mostProject1)scope schedule resourceProject2)schedule scope resourceProject3) resource schedule scopeProjectFlexibilityThroughout項(xiàng)目生命周期I.P.E.C.C.(PMI所定義）發(fā)起Initiation計(jì)劃Planning執(zhí)行Executing控制Controlling結(jié)束Closing項(xiàng)目生命周期I.P.E.C.C.(PMI所定義）項(xiàng)目生命周期InitiatingprocessesPlanningProcessesExecutingProcessesControllingProcessesClosingProcesses項(xiàng)目生命周期InitiatingPlanningExecut時(shí)間識(shí)別需求提出解決方案執(zhí)行項(xiàng)目結(jié)束項(xiàng)目項(xiàng)目生命周期投入力量需求建議書合同項(xiàng)目目標(biāo)項(xiàng)目生命周期與資源投入時(shí)間識(shí)別需求提出解決方案執(zhí)行項(xiàng)目結(jié)束項(xiàng)目項(xiàng)項(xiàng)目周期不同階段的任務(wù)識(shí)別需求:識(shí)別需求和精選項(xiàng)目制定需求建議書征求申請過程項(xiàng)目周期不同階段的任務(wù)識(shí)別需求:可行性研究（feasibilitystudies)研究RFP，產(chǎn)生可行性方案國家發(fā)展與改革委員會(huì)(www.spec.go.can)參見相關(guān)文件范圍（Scopedefinition）目標(biāo)成本時(shí)間約束經(jīng)濟(jì)、技術(shù)可行性可行性研究（feasibilitystudies)研究RF可行性研究定性社會(huì)、生態(tài)、政治因素、技術(shù)定量財(cái)務(wù)（成本）產(chǎn)生可行性或可以接受的方案可行性研究定性技術(shù)可行性技術(shù)的成熟度(maturity)、正確度(accuracy)、可用度(availability)技術(shù)的其他方面在建設(shè)或安裝階段的混亂程度技術(shù)的應(yīng)用系統(tǒng)的可用性現(xiàn)有基礎(chǔ)設(shè)施的使用和該改善，或新基礎(chǔ)設(shè)施的建設(shè)市場銷路生態(tài)和社會(huì)因素：生態(tài)（玻璃瓶的回收利用）社會(huì)因素技術(shù)可行性技術(shù)的成熟度(maturity)、正確度(acc財(cái)務(wù)可行性項(xiàng)目是否值得投入？如何獲得回報(bào)如果有幾種備選的機(jī)會(huì)，哪種最佳？成本－收益分析（cost-benefitanalysis)現(xiàn)金流量表投資回收期凈現(xiàn)值和內(nèi)部受益率財(cái)務(wù)可行性項(xiàng)目是否值得投入？如何獲得回報(bào)識(shí)別需求、問題或機(jī)會(huì)是項(xiàng)目周期的最初階段，開始于識(shí)別需求、問題或機(jī)會(huì)，結(jié)束于需求建議書的發(fā)布搜集有關(guān)問題的資料，清晰的定義問題和需求估計(jì)收益和改善的大小，確定為改善情況所需的項(xiàng)目預(yù)算識(shí)別需求、問題或機(jī)會(huì)是項(xiàng)目周期的最初階段，開始于識(shí)別需求、問需求建議書（RFP）目的:從客戶的角度全面、詳細(xì)的論述為了達(dá)成確定的需求應(yīng)需要做什么準(zhǔn)備在許多情況下不用準(zhǔn)備正式的RFP國家計(jì)委(www.spec.go.can)規(guī)范的項(xiàng)目建議書的格式需求建議書（RFP）目的:從客戶的角度全面、詳細(xì)的論述為了達(dá)制定RFP的指導(dǎo)方針工作表述（statementofwork，SOW）客戶要求，此要求中規(guī)定了規(guī)格和特征承約商或項(xiàng)目團(tuán)隊(duì)提供什么樣的交付物客戶供應(yīng)條款客戶對需要的確認(rèn)合同類型制定RFP的指導(dǎo)方針工作表述（statementofwo制定RFP的指導(dǎo)方針付款方式進(jìn)度計(jì)劃申請書的格式和內(nèi)容指示希望潛在承約商提交申請書的最后期限評(píng)價(jià)標(biāo)準(zhǔn)：經(jīng)驗(yàn)，技術(shù)方法，進(jìn)度計(jì)劃，成本制定RFP的指導(dǎo)方針付款方式S.M.A.R.TS.Specific（量化）M.Measurable（可測量）A.Achievable（可達(dá)到）R.Relevant（合適）T.Timely,Traceable（及時(shí)、可跟蹤）S.M.A.R.TS.Specific（量化）案例分析（書中）一個(gè)企業(yè)認(rèn)為某個(gè)制造過程的廢品率或次品率太高了，它可能需要搜集有關(guān)實(shí)際產(chǎn)品廢品率的資料，以及廢品率對成本和周期循環(huán)次數(shù)影響的資料，確定問題的數(shù)量，以決定是否執(zhí)行解決方案。確定預(yù)期收益是否大于執(zhí)行項(xiàng)目的成本，如果大于，大多少。如果企業(yè)估計(jì)把廢品率從5%降到1%，每年能節(jié)約10萬元，他可能愿意為一件新的自動(dòng)生產(chǎn)設(shè)備一次性投資20萬元，但他可能不愿意花50萬元。案例分析（書中）一個(gè)企業(yè)認(rèn)為某個(gè)制造過程的廢品率或次品率太高案例討論P(yáng)42-44Jennifer應(yīng)如何處理這US$200,000.00RolePlay:Jennifer,Julie,Tyler,Jeff,Joe案例討論P(yáng)42-44Jennifer應(yīng)如何處理這US$200征集申請書向提前選出的承約商下發(fā)RFP向所有的承約商提供相同的信息,保證公平競爭并非所有項(xiàng)目生命周期都包括書面需求建議書的準(zhǔn)備和承約商的申請征集申請書向提前選出的承約商下發(fā)RFP提出解決方案設(shè)計(jì)市場策略以及是否投標(biāo)決策制定能中標(biāo)的申請書申請準(zhǔn)備過程和申請書可能會(huì)包括的要素定價(jià)理由評(píng)價(jià)申請書客戶和承約商之間的合同類型提出解決方案設(shè)計(jì)市場策略以及是否投標(biāo)決策RFP/申請書前的市場研究在潛在的客戶準(zhǔn)備提出需求建議書前不久,就與客戶建立聯(lián)系承約商應(yīng)當(dāng)經(jīng)常與老客戶、當(dāng)前客戶保持密切的聯(lián)系，并且開創(chuàng)與潛在的客戶的聯(lián)系RFP/申請書前的市場研究在潛在的客戶準(zhǔn)備提出需求建議書前不投標(biāo)因素競爭風(fēng)險(xiǎn)任務(wù)能力擴(kuò)展服務(wù)聲譽(yù)客戶資金申請書所需資源項(xiàng)目所需資源投標(biāo)因素競爭提交申請書

理解客戶的要求能執(zhí)行申請的項(xiàng)目是最佳承約商相關(guān)項(xiàng)目的成功經(jīng)驗(yàn)將在預(yù)算內(nèi)和進(jìn)度計(jì)劃約束下完成項(xiàng)目能使客戶滿意提交申請書理解客戶的要求申請書應(yīng)注意的問題承約商必須突出不同于競爭者的因素申請書應(yīng)當(dāng)簡明扼要S.M.A.R.T申請書應(yīng)注意的問題承約商必須突出不同于競爭者的因素準(zhǔn)備申請書簡單項(xiàng)目:一個(gè)人復(fù)雜項(xiàng)目:小組的工作任命一名申請書經(jīng)理,組織一個(gè)申請小組建立一份進(jìn)度計(jì)劃各項(xiàng)人員起草他們被指派的申請書部分的完成日期執(zhí)行審議的日期申請書拍板定型的日期打印、復(fù)印時(shí)間郵寄時(shí)間準(zhǔn)備申請書簡單項(xiàng)目:一個(gè)人申請書內(nèi)容技術(shù)部分使客戶意識(shí)到承約商理解需求或問題,并且能夠提供風(fēng)險(xiǎn)最低且收益最大的解決方案管理部分

使客戶確信,承約商能做好項(xiàng)目所提出的工作,并且收到預(yù)期效果成本部分使客戶確信,承約商申請項(xiàng)目所提出的價(jià)格是現(xiàn)實(shí)的、合理的.申請書內(nèi)容技術(shù)部分技術(shù)部分理解問題承約商應(yīng)當(dāng)用自己的話來表明他對客戶的問題或需求的理解提出方法或解決方案描述承約商將如何搜集、分析和評(píng)價(jià)有關(guān)問題的資料信息將被承約商用來評(píng)估幾個(gè)備選方案或進(jìn)一步提出解決方案的方法提出方案或方法的基本原理確認(rèn)提出的方案或解決方法，將能夠滿足RFP要求客戶的收益技術(shù)部分理解問題管理部分工作任務(wù)描述交付物項(xiàng)目進(jìn)度計(jì)劃項(xiàng)目組織相關(guān)經(jīng)驗(yàn)設(shè)備和工具管理部分工作任務(wù)描述成本部分直接成本（DirectCost)勞動(dòng)力：等級(jí)，工時(shí)，小時(shí)工資率原材料分包商和顧問設(shè)備和設(shè)施租金差旅費(fèi)文件企業(yè)一般管理費(fèi)（indirectCost）物價(jià)上漲(動(dòng)態(tài)成本）意外開支準(zhǔn)備金(contingence)或管理儲(chǔ)備金（managementreserve)利潤成本部分直接成本（DirectCost)定價(jià)理由

成本預(yù)算的可信度風(fēng)險(xiǎn)項(xiàng)目對承約商的重要性客戶預(yù)算競爭定價(jià)理由成本預(yù)算的可信度申請書評(píng)估評(píng)估方式排除式評(píng)估,記分式評(píng)估評(píng)估標(biāo)準(zhǔn)遵從客戶在需求建議書中提到的要求和工作表述承約商對客戶問題與需求的理解承約商提出的解決問題方法的合理性與可行性承約商具有的有關(guān)類似項(xiàng)目的經(jīng)驗(yàn)與成功經(jīng)驗(yàn)管理能力承約商進(jìn)度計(jì)劃的現(xiàn)實(shí)性價(jià)格申請書評(píng)估評(píng)估方式合同類型固定價(jià)格合同(fixed-pricecontract)

客戶與承約商就所申請的項(xiàng)目價(jià)格達(dá)成一致,保持不變,除非雙方均同意改變成本補(bǔ)償合同(costcompensationcontract)

客戶同意付給承約商所有實(shí)際花費(fèi)的成本,加上一定的協(xié)商利潤,而不規(guī)定數(shù)額合同類型固定價(jià)格合同(fixed-pricecontrac合同類型(continued)不同的合同對于客戶與承約商來說風(fēng)險(xiǎn)不同

客戶承約商Fixed-pricecontractCostCompensationContract合同類型(continued)不同的合同對于客戶與承約商來說合同條款謊報(bào)成本(illegal)成本超支或進(jìn)度計(jì)劃延遲通知分包商的支持專利專有信息的透露國際化考慮終止理由付款方式獎(jiǎng)金/罰款變更合同條款謊報(bào)成本(illegal)制定基準(zhǔn)計(jì)劃

項(xiàng)目開始執(zhí)行在每個(gè)報(bào)告期內(nèi)收集有關(guān)實(shí)際績效的資料(進(jìn)度計(jì)劃、成本）把變更內(nèi)容修訂進(jìn)項(xiàng)目計(jì)劃中（工作范圍、進(jìn)度計(jì)劃、預(yù)算）測估近期的項(xiàng)目進(jìn)度計(jì)劃、預(yù)算和預(yù)測分析目前狀況，并與基準(zhǔn)計(jì)劃做比較（進(jìn)度計(jì)劃、預(yù)算）需要采取糾正措施嗎？確定糾正措施并制定相關(guān)的糾正內(nèi)容等到下一個(gè)報(bào)告期項(xiàng)目控制過程制定基準(zhǔn)計(jì)劃項(xiàng)目開始執(zhí)行在每個(gè)報(bào)告期內(nèi)收集有關(guān)實(shí)際績效的客戶反饋項(xiàng)目經(jīng)理應(yīng)當(dāng)仔細(xì)斟酌，確定一個(gè)合適的開會(huì)時(shí)間請客戶協(xié)助填寫項(xiàng)目評(píng)估調(diào)查表客戶反饋項(xiàng)目經(jīng)理應(yīng)當(dāng)仔細(xì)斟酌，確定一個(gè)合適的開會(huì)時(shí)間提前結(jié)束項(xiàng)目項(xiàng)目成功的可能性和開發(fā)時(shí)間資金短缺客戶不滿意提前結(jié)束項(xiàng)目項(xiàng)目成功的可能性和開發(fā)時(shí)間

計(jì)劃

計(jì)劃是為完成一個(gè)目標(biāo)而進(jìn)行的系統(tǒng)的任務(wù)安排。計(jì)劃上實(shí)際進(jìn)度比較的基準(zhǔn)。明確項(xiàng)目目標(biāo)制定工作分析結(jié)構(gòu)制作網(wǎng)絡(luò)圖對于信息系統(tǒng)開發(fā)項(xiàng)目,使用一種叫做系統(tǒng)發(fā)展生命周期的項(xiàng)目管理方法 計(jì)劃計(jì)劃是為完成一個(gè)目標(biāo)而進(jìn)行的系統(tǒng)的任務(wù)安排ProcessGroupsPMProcessescanbeorganizedintofivegroupsofoneormoreprocesseseach:Initiatingprocesses-authorizingtheprojectorphasePlanningprocesses-definingandrefiningobjectivesandselectingthebestofthealternativecoursesofactiontoattaintheobjectivesthattheprojectwasundertakentoaddressProcessGroupsPMProcessescanExecutingprocesses-coordinationpeopleandotherresourcestocarryouttheplanControllingprocesses-ensuringthatprojectobjectivesaremetbymonitoringandmeasuringprogressregularlytoidentifyvariancesfromplansothatcorrectiveactioncanbetakenwhennecessary.Closingprocesses-formalizingacceptanceoftheprojectorphaseandbringingittoanorderlyendExecutingprocesses-coordinatiPlanningProcessesScopeScopePlanningTimeActivityDefinitionTimeActivitySequencingTimeScheduleDevelopmentScopeScopedefinitionCostResourcePlanningTimeActivityDurationEstimatingCostCostEstimatingRiskRiskManagementPlanningCostCostBudgetingPlanningProcessesScopeScopePFacilitatingProcessesQualityQualityPlanningQualityQualityPlanningHROrganizationalPlanningHRStaffAcquisitionProcurementProcurementPlanningProcurementSolicitationPlanningRiskRiskIdentificationRiskQualitativeAnalysisRiskQuantitativeAnalysisRiskresponsePlanningFacilitatingProcessesQualityQScopePlanningInputsTools&TechniquesOutputsProductdescriptionProjectCharterConstraintsAssumptionsProductanalysisBenefit/CostanalysisAlternativesidentificationExpertjudgmentScopestatementSupportingdetailScopemgmtplanScopePlanningInputsTools&TeScopeDefinitionInputsTools&TechniquesOutputsScopestatementConstraintsAssumptionsOtherplanningoutputsHistoricalinfo.WorkbreakdownStructuretemplatesDecompositionWBSScopestatementupdatesScopeDefinitionInputsTools&ScopeStatementTheBasisformakingfutureprojectdecisionsandforconfirmingordevelopingcommonunderstandingofprojectscopeamongthestakeholdersAdocumenteddescriptionoftheproject’soutputand/ordeliverablesScopeStatementTheBasisformScopeStatementScopestatementshouldincludeProjectjustificationThebusinessneed.ThebasisforevaluatingfuturetradeoffsProject’sproductASummaryoftheproductdescriptionProjectdeliverablesQuantifiedProjectObjectivesCost,Schedule,andMetricsUsabilitymetricsExample:Measuredrelativetousers’performanceonagivensetoftesttasks.Themostbasicmeasuresarethetimeataskrequires,theerrorrate,andusers’subjectivesatisfaction.ScopeStatementScopestatement小組項(xiàng)目練習(xí)學(xué)員4－5人分為一組（5分鐘）每個(gè)小組擬定一個(gè)項(xiàng)目（25分鐘）要求在項(xiàng)目中指明項(xiàng)目時(shí)間、項(xiàng)目成本、項(xiàng)目可交付物。討論（20分鐘）小組項(xiàng)目練習(xí)學(xué)員4－5人分為一組（5分鐘）課堂練習(xí)：Coffeehouse:ProjectstatementProjectdeliverablesProjectobjectives課堂練習(xí)：Coffeehouse:ScopeDefinition,WBSScopedefinition…Subdividingthemajorprojectdeliverablesintosmaller,moremanageablecomponentsScopedefinitioniscriticaltoprojectsuccess.Subdivisionto:Improvetheaccuracyofcost,duration,andresourceestimatesDefineabaselineforperformancemeasurementandcontrolFacilitateclearresponsibilityassignmentsScopeDefinition,WBSScopedefScopeDefinition,WBSWorkBreakdownStructure(WBS)…ADeliverable-orientedgroupingofprojectelementsthatorganizesanddefinesthetotalscopeoftheprojectWorknotintheWBSisoutsidethescopeoftheprojectEachdescendinglevelrepresentsanincreasinglydetaileddefinitionoftheprojectobjectiveIdentifiesalltasksFoundationonwhichtheprojectisbuiltScopeDefinition,WBSWorkBreaScopeDefinition,WBSHowtodevelopWBSWhohasthekeyrole?Projectmanager,assistedbyprojectteam,isresponsibleforthedevelopmentofWBSTeammustbeinvolvedinthedevelopmentWithallinvolvedfunctionalmanagersareforcedtothinkthroughallaspectsoftheproject.TheprocessofWBSdevelopmentAdemocraticprocessagreedbyallScopeDefinition,WBSHowtodeScopeDefinition,WBS80-hourRule(orTwo-Weeks-Rule):WorkpackagesrequirenomorethaneightyhoursofworkforcompletionAttheendofeach80-hour-or-lessperiod,theworkpackageisreportedsimplyaseithercompletedornotcompleted.Bymeansofsuchperiodiccheck-ins,driftingofaprojectcanbecontrolledearly.WorkPackageAdeliverableatthelowestleveloftheWBSDeliverablemaybeassignedtoanotherprojectmanager(aSubproject)MaybefurtherdecomposedintoactivitiesScopeDefinition,WBS80-hourRScopeDefinition,WBSWorkPackageAtaskorsetortasksperformedwithinacontrolaccount(Dodd)Theunitofworkrequiredtocompleteaspecificjobsuchasareport,adesign,adrawing,apieceofhardware,oraservicewhichiswithintheresponsibilityofoneoperatingunitintheperformingorganization.Usuallythelowestelementshowninaworkbreakdownstructure.ScopeDefinition,WBSWorkPackScopeDefinition,WBSWBSDictionaryApublicationthatdescribesindetailednarrativeformeachelementofaWBS,theelement’sproducts,workcontent,uniquemastercodeidentifierandotherpertinentinformationScopeDefinition,WBSWBSDictiScopeDefinition,WBSTherearemanywaystodoaWBSNotethattheexampleusesgraphicsandtextNotethataWBSmaybetextonly,butprobablynotgraphicsonlyNotethattheWBSusuallycoversmanypagesScopeDefinition,WBSThereareActivityConsumestimeMustbemeasurable(adeliverable)SingleaccountabilityMustbeabletobeperceivedStopsdecompositionoftheWBSActivityConsumestimeActivityDefinitionActivitydefinitionisusedtoidentifyanddocumentthespecificactivitiesthatmustbeperformedinordertoproducethedeliverablesandsub-deliverablesidentifiedintheWBSActivityDefinitionActivitydeEventSpecifiedaccomplishmentPointintimeDoesnotconsumetimeorresourcesExpressesastate(…tested)CommunicationstooltoshowdigitalprogressAlsocalledmilestonesEventSpecifiedaccomplishment小組練習(xí)：CommonActivitiesInteams,discussactivitiescommontoyourprojects.EachoftheseactivitiescangaveaDeliverableandanEvent.Theactivitiesareperformedbymembersofyourteam,andsometimestheseteammembersareinanothercity.小組練習(xí)：CommonActivitiesInteams活動(dòng)排序：ActivitySequencingActivitysequencingisperformedtoidentifyanddocumentinteractivitydependencies活動(dòng)排序：驗(yàn)證和記錄活動(dòng)之間的依賴關(guān)系活動(dòng)排序：ActivitySequencingActivi關(guān)系種類：TypesofDependencies強(qiáng)關(guān)系：Mandatory/HardRelationshipcannotbealtered弱關(guān)系：Discretionary/SoftPersonalpreferenceApproach,bestpracticeAlsocalledsoftorpreferreddependency外部關(guān)系：ExternalDeliveries/suppliestoprojectUsuallyalsoaharddependencyTreatedasaconstraint關(guān)系種類：TypesofDependencies強(qiáng)關(guān)系：TypesofDependenciesCommon,DefaultdependencyFS-FinishtoStart完成－開始SpecialcircumstanceSF-StarttoFinish開始－完成FF-FinishtoFinish完成－完成SS-StarttoStart開始－開始TypesofDependenciesCommon,De網(wǎng)絡(luò)圖發(fā)：DiagrammingMethodsPrecedenceDiagrammingmethod(PDM)前導(dǎo)圖AlsoCalledActivityonNode(AON)Arrowscanshowlag/LeadtimeMilestonesareshownasactivitieswithnotimeSupportedbysoftwareDefineProductDevelopProjectplanBuildProduct網(wǎng)絡(luò)圖發(fā)：DiagrammingMethodsPreced網(wǎng)絡(luò)原理用結(jié)點(diǎn)表示活動(dòng)（activityinthebox,AIB)洗車擦車34活動(dòng)框活動(dòng)描述活動(dòng)序號(hào)表示活動(dòng)的順序網(wǎng)絡(luò)原理用結(jié)點(diǎn)表示活動(dòng)（activityintheboDiagrammingMethodsArrowDiagrammingMethod(ADM)箭線圖AlsocalledactivityonArrow(AOA)ConstraintsshownasdummyactivitiesShowsallmilestonesUsedwhenplanning“back”intimeDefineProductDevelopProjectplanBuildProductDiagrammingMethodsArrowDiagr收集數(shù)據(jù)活動(dòng)描述活動(dòng)結(jié)束活動(dòng)開始123洗車擦車事件網(wǎng)絡(luò)原理用箭頭表示活動(dòng)收集數(shù)據(jù)活動(dòng)描述活動(dòng)結(jié)束活動(dòng)開始123洗車擦車事件網(wǎng)絡(luò)原理用網(wǎng)絡(luò)原理緊前事件、緊隨事件閉路

ABC123123網(wǎng)絡(luò)原理緊前事件、緊隨事件123123網(wǎng)絡(luò)原理ADMDummyActivityTworules:EachEventhasonlyonenumber,itdoesnotexisttwosamenumberofeventEachactivityiscomposedoftheonlyonegroupofpredecessorandsuccessorevents網(wǎng)絡(luò)原理ADM

梯形顯示法三個(gè)房間粉刷的項(xiàng)目粉刷每一個(gè)房間都要求：準(zhǔn)備房間以備粉刷粉刷屋頂和墻漆貼面假設(shè)有三個(gè)熟練工：一個(gè)做準(zhǔn)備，一個(gè)粉刷屋頂和墻，一個(gè)漆貼面梯形顯示法三個(gè)房間粉刷的項(xiàng)目準(zhǔn)備房間1粉刷房間1漆房間貼面1準(zhǔn)備房間2粉刷房間2漆房間貼面2準(zhǔn)備房間3粉刷房間3漆房間貼面3124357689梯形顯示法準(zhǔn)備粉刷漆房間準(zhǔn)備粉刷漆房間準(zhǔn)備房間3粉刷漆房間124357DiagrammingMethodsFlowCharts（流程圖）UsedforshorttermsolutionsProblemsolvingShowsServers,wheretogetinformationHasdecisionpointsDiagrammingMethodsFlowCharts活動(dòng)路徑：DevelopingthePath(s)PurchaseSoftwareStartSelectSoftwareTestSoftwareENDSelecthardwarePurchasehardware活動(dòng)路徑：DevelopingthePath(s)PurWhatDiagramswilltellyouOrphanedActivitiesBurstsSinks?WhatDiagramswilltellyouOrp小組練習(xí)針對小組所擬項(xiàng)目：WBS（25minutes）NETWORK（25minutes）DurationEvaluation（25Minutes）CPM（5minutes）PlanningReview（10minutes）Commentary小組練習(xí)針對小組所擬項(xiàng)目：網(wǎng)路進(jìn)度的益處：BenefitsofNetworkSchedulingRevealsinter-dependenciesofteamDemonstratesendtoendflowFacilitates”Whatif”scenario’sDeterminesprojectedcompletiontimeDeterminecrucialelementsHelpstoevaluate(team)performanceHi-lightsProjectManager’sconcernsSophisticateddatamadesimple網(wǎng)路進(jìn)度的益處：BenefitsofNetworkScDisadvantagesofNetworkSchedulingCanbetimeconsumingtosetupLargeoverheadonsmallprojectsFunctionalownershipblurredParallelactivitiestoughtoseeHardtoenvisionresourceconflictsDisadvantagesofNetworkSched活動(dòng)時(shí)間估算：ActivityDurationEstimatingEstimatingGuidelinesEvaluateEachindependentlyAssume’normal’leveloflaborAssume’normal’WorkweekDisregardpredetermineddatesonfirstcutUseconsistenttimeunitsUsepastactualdataLevelofeffortactivitiesDuration*ResourceLoading=Effort活動(dòng)時(shí)間估算：ActivityDurationEstim活動(dòng)時(shí)間估算：EstablishTaskDurationEstablishsizeoftask/activityMeasurestasksinunits,usuallyisdifficulttoassessEstimateamountofeffort.Actualhands-ontimeinstaffhoursEstimateactualavailabilityasbasedon,Percentavailability,PersonalcalendarOtherfactorsEstimateactualtaskduration.AccountforavailabilityfactorsExpressedindays(orweeks)活動(dòng)時(shí)間估算：EstablishTaskDuration估算精確度：EstimateAccuracies(Rough)orderormagnitudeNodetailedengineeringdataAccuracyof+/-35%Approximate(topDown)EstimateAnalogousEstimatesUsespreviousprojectdataAccuracyof+/-15%Definitive(DetailedEstimate）FromwelldefinedengineeringdataNormallyBottomupAccuracyof+/-5%估算精確度：EstimateAccuracies(Roug計(jì)劃的前后不一致性

AninconsistentplanTheaccuracy/confidenceoftheestimatesisinconsistentacrosstheprojectphases.Forcurrentphases/activities,thereisdetailedinformation,betterestimates(andhigherconfidence)Foractivitieslaterinthelifecycle,thereislimitedinformation,thustheestimatesarelessaccurate(approximate,ROM)Asphasesarecompleted,projectinformationbecomesclearerandsomeestimatescanberevisited計(jì)劃的前后不一致性

AninconsistentplaForExamplePriortotherequirementanalysisphasethereislimitedinformationforestimatingthedesignphaseactivities(thereareapproximatefrompreviousprojects).Whentherequirementsdocumentissignedoff,theproject’sscopeiswelldefined,andestimatesforthedesignphasebecomeclearer(definitive).ForExamplePriortotherequirSoWhat?Asengineeringinformationbecomesavailable,estimatesshouldberevisitedAsaminimum,estimatesshouldberevisitedattheendofeachprojectphaseThiswillprovideanincreaseintheoverallconfidenceoftheplanbytheteam,andprovidebettertargets/measurementforcompletionoftheactivitiesSoWhat?Asengineeringinforma關(guān)鍵路徑：

CriticalPathMethod(CPMorCP)CPMDefinitionThelongestdurationpathofsequentialtasksoractivitiesfromthestartoftheprojectthroughtheendRemember:AnythingwhichchangesthedurationofthetaskoractivityontheCPchangestheenddateoftheproject.Anyactivitynotonthecriticalpathisdefinedasnon-criticalandhaslagorslacktimeKeephigh-risk,long,orresearchtasksoffthecriticalpath.關(guān)鍵路徑：

CriticalPathMethod(CPMCaseStudyABCOfficeDesignsCaseStudyABCOfficeDesignsTheNormalDistributionTheNormalDistribution置信空間：CreatingtheconfidenceCurveFromouroneprogrammerweask:WhatisyourbestCase(optimistic)Estimate-To:最樂觀時(shí)間WhatisyourworstCase(pessimistic)Estimate-Top：最悲觀時(shí)間WhatisyourmostpossibleEstimate(Tm)Tm最可能時(shí)間One=(Top-To)/6置信空間：CreatingtheconfidenceC置信度：

DeterminingourconfidencelevelTop=9weeksTo=3weeks=1week68%confidencetheactivitywillbecompletedin5=+/-1week95%in5+/-2weeks99%in5+/-3weeks置信度：

Determiningourconfidenc改進(jìn)置信度：

IncreasingConfidenceHistoricalRecordsEstimationGuidelinesUseanexpert:ExpertestimatesandotherscheckPeerReviewSoftwaretoolMetric’sdatabaseTraining改進(jìn)置信度：

IncreasingConfidenceHi計(jì)劃評(píng)審技術(shù)：

PERTcalculationUsedmostlyinR&DPrograms(needstatisticalestimation)-AlliestoallnetworksAccountsforuncertaintiesTimeexpected(Te)-CalculatedTo,Tm,TopUseaBetaDistributionTe=(To+4xTm+Top)/6計(jì)劃評(píng)審技術(shù)：

PERTcalculationUsedmExercise:PERTCalculationExerciseofABCOfficedesignExercise:PERTCalculationExer時(shí)差的計(jì)算：CalculatingSlackMostestimateshaveALatefinishandearlyfinishSlack=LatestFinish-EarlyFinishIfSlack>0,timeisavailableIfslack=0oncriticalPathIfslack<0,thescheduleisnotachievableHowcanthisbe?時(shí)差的計(jì)算：CalculatingSlackMostes估算的難點(diǎn)：

CommonEstimationChallengeAssumingfollow-onworkMisinterpretationoftheSOWImproperlydefinedscope/WBSOptimisticschedulesAssumingskillslevelsNoriskanalysisupfrontNoaccountingforcostadjustments/inflationWrong/inconsistentestimationguidelines估算的難點(diǎn)：

CommonEstimationChall進(jìn)度：ScheduleDevelopmentScheduledevelopmentisusedindeterminingstartandfinishdatesforprojectactivities進(jìn)度：ScheduleDevelopmentSchedulProjectSchedulePreliminaryuntilresourcesareconfirmedHasatleaststart&enddatesPresentedasDiagramBarchart(Gantt)MilestonechartTimescaledNetworkProjectSchedulePreliminaryun甘特圖或條形圖：GanttorbarchartPurposeShowscheduleprogramagainstplan甘特圖或條形圖：GanttorbarchartPurpGanttChart-BarChart：

甘特圖或條形圖TaskNamewk1wk2wk3wk4wk5wk6task1task2task3task4GanttChart-BarChart：

甘特圖或條形圖 .Example:ABCOfficeDesignsABChasmanysalesrepresentatives,theyvendofficeequipmenttobigcompanies.Eachrepresentativeshasbeendispatchedtostate.Eachstatebelongstooneofthefourregionsofthecountry.Tomanagetherepresentatives,theirsalesquotaandsalesquantityforeachstateandregion,ABCdecidestoestablishasalesinformationsystem .Example:ABCOfficeDesignsAMISBeth

DefinitionBeth

AnalysisJim

DesignTyler

DevelopHannah

TestMaggie

Implet.Beth

Grade.1Col.dataBeth

CustomermeetingJim

PresentsysSteve

FeasibilityJack

ReportRose

CustomneedJeff

reportJim

Datein/outTyler

DatebaseJoe

EvaluationCathy

ReportSharon

softwareHannah

HardwareJoe

NetGerri

ReportJack

SoftwareMaggie

HardwareGene

NETGreg

ReportRose

Training.Jim

Transfersys.Beth

Report.Jack

MenuTyler

ScreenTyler

ReportSteve

Spec.Pubs.Jeff

SoftwarepackageHannah

CustomizeMaggie

Grade212345...14.1.2WBSExample:ABCOfficeDesignsMISBethDefinitionBethAOnceyourstepshavebeenlabeledandnumbered,youwillneedtofindoutwhatsubstanceisbehindeachtask.ThetablebelowalsoreferredtoastheWBSdictionaryinprojectmanagement,mustbecompletedtodetaileachidentifiedtask.TheWBSnumber,taskname,process,outputs,completioncriteria/qualityandownermustbespecifiedforeachtask.WBSDictionaryExample:ABCOfficeDesignsOnceyourstepshavebeenlabeWBSDictionaryExample:ABCOfficeDesignsWBSNoTasknameProcessinputsoutputCompletionCriteria/Quality2.1MeetwithcustomertodeveloppreliminaryspecCoreteamtraveltolocationAgendaandcriteriachecklistDraftcopyofSpecContainsallcriterianecessarytodevelopdeliverablesbasedonchecklistWBSDictionaryExample:ABCOfSalesMIS.Projectresponsibilitymatrix

Example:ABCOfficeDesignsSalesMIS.ProjectresponsibilActivityandpredecessoreventlistActivityandpredecessoreventCol.dataBeth

CustomermeetingJim

PresentsysSteve

FeasibilityJack

ReportRose

CustomneedJeff

reportJim

Detain/outTyler

DatebaseJoe

EvaluationCathy

ReportSharon

softwareHannah

HardwareJoe

NetGerri

ReportJack

SoftwareMaggie

HardwareGene

NETGreg

ReportRose

Training.Jim

Transfersys.Beth

Report.Jack

12345678910111213141516171819202122Example:ABCOfficeDesignsCol.dataBethCustomermeetiEX.ActivityandpredecessoreventlistandEstimateddurationEX.ActivityandpredecessorevEX.ActivityandpredecessoreventlistandEstimateddurationEX.Activityandpredecessorev項(xiàng)目目標(biāo)項(xiàng)目目標(biāo)即預(yù)期的結(jié)果或最終產(chǎn)品.項(xiàng)目目標(biāo)必須明確、可行、具體和可以度量項(xiàng)目目標(biāo)必須要在執(zhí)行項(xiàng)目的組織或承約商和客戶之間達(dá)成一致意見項(xiàng)目目標(biāo)通常根據(jù)工作范圍、進(jìn)度計(jì)劃和成本而定項(xiàng)目目標(biāo)的變化要在承約商與客戶之間達(dá)成一致項(xiàng)目目標(biāo)項(xiàng)目目標(biāo)即預(yù)期的結(jié)果或最終產(chǎn)品.工作分析結(jié)構(gòu)工作分析結(jié)構(gòu)將一個(gè)項(xiàng)目分解成易于管理的幾部分或幾個(gè)細(xì)目,有助于確保找出完成項(xiàng)目工作范圍所需的所有工作要素.它是項(xiàng)目團(tuán)隊(duì)在項(xiàng)目期間要完成或生產(chǎn)出的最終細(xì)目的等級(jí)樹.工作分析結(jié)構(gòu)工作分析結(jié)構(gòu)將一個(gè)項(xiàng)目分解成易于管理的幾部分或幾工作分析結(jié)構(gòu)工作細(xì)目與工作包決定工作分析結(jié)構(gòu)中的詳細(xì)程度和等級(jí)多少的是:為完成工作包而分配給每個(gè)組織或個(gè)人的責(zé)任和可信度你想在項(xiàng)目期間控制預(yù)算、監(jiān)控和收集成本數(shù)據(jù)的水平工作分析結(jié)構(gòu)工作細(xì)目與工作包節(jié)日慶?；顒?dòng)

Lynn宣傳Lynn志愿者名單

Beth游戲Steve旋轉(zhuǎn)木馬

Pat文娛節(jié)目

Jeff食品

Bill服務(wù)

Jack報(bào)刊廣告

Lynn海報(bào)Keith入場券Andrea攤位

Jim游戲項(xiàng)目

Steve獎(jiǎng)品

Jeff娛樂承辦商

Pat許可證

Neil演員

Jeff看臺(tái)

Jim食品

Bill設(shè)備Chris停車場地

Steve清潔工作

Tyler休息室設(shè)施

Jack保安工作

Rose舞臺(tái)設(shè)計(jì)

Jim音響及燈光布置

Joe觀眾席設(shè)置

Jim食品攤位

Chris烹飪設(shè)施

Bill進(jìn)餐地點(diǎn)布置

Jim垃圾箱設(shè)置

Tyler承辦商Damian休息室布置

Jack急救站

Beth0級(jí)1級(jí)2級(jí)3級(jí)123456....26.2.3節(jié)日項(xiàng)目工作分析結(jié)構(gòu)節(jié)日慶祝活動(dòng)宣傳志愿者名單游戲旋轉(zhuǎn)木馬文娛節(jié)目食品服務(wù)注:P=主要責(zé)任

S=次要責(zé)任節(jié)日項(xiàng)目責(zé)任矩陣注:P=主要責(zé)任節(jié)日項(xiàng)目責(zé)任矩陣消費(fèi)者市場研究

Jim問卷調(diào)查表

Susan報(bào)告Jim設(shè)計(jì)Susan反饋Steve軟件Andy報(bào)告Jim識(shí)別目標(biāo)消費(fèi)者設(shè)計(jì)初始問卷調(diào)查表試驗(yàn)性測試問卷調(diào)查表確定最終調(diào)查表設(shè)計(jì)測試數(shù)據(jù)打印問卷調(diào)查表準(zhǔn)備郵寄標(biāo)簽郵寄問卷調(diào)查表并獲得反饋開發(fā)軟件測試軟件輸入反饋數(shù)據(jù)分析結(jié)果準(zhǔn)備報(bào)告消費(fèi)者市場研究項(xiàng)目的工作分析結(jié)構(gòu)消費(fèi)者市場研究問卷調(diào)查表報(bào)告設(shè)計(jì)反饋軟件報(bào)告識(shí)別目標(biāo)消費(fèi)者打識(shí)別目標(biāo)消費(fèi)者

Susan設(shè)計(jì)初始問卷調(diào)查表

Susan試驗(yàn)性測試問卷調(diào)查表

Susan評(píng)審建議并確定最終調(diào)查表

Susan準(zhǔn)備郵寄標(biāo)簽

Steve打印問卷調(diào)查表

Steve開發(fā)數(shù)據(jù)分析軟件

Andy設(shè)計(jì)軟件測試

Susan郵寄問卷調(diào)查表并獲得反饋

Steve測試軟件

Andy輸入反饋數(shù)據(jù)

Jim分析結(jié)果Jim準(zhǔn)備報(bào)告Jim消費(fèi)者市場研究項(xiàng)目網(wǎng)絡(luò)圖識(shí)別目標(biāo)設(shè)計(jì)初始問試驗(yàn)性測試問卷調(diào)查表評(píng)審建議并確定最終調(diào)查信息系統(tǒng)開發(fā)計(jì)劃系統(tǒng)發(fā)展生命周期（SDLC）計(jì)劃、執(zhí)行和控制信息系統(tǒng)開發(fā)項(xiàng)目問題界定系統(tǒng)分析系統(tǒng)設(shè)計(jì)系統(tǒng)開發(fā)系統(tǒng)測試系統(tǒng)實(shí)施–信息系統(tǒng)開發(fā)計(jì)劃系統(tǒng)發(fā)展生命周期（SDLC）–

信息系統(tǒng)實(shí)例ABC辦公室設(shè)計(jì)公司一個(gè)名為ABC辦公室設(shè)計(jì)的公司擁有很多銷售代表，這些代表向大公司銷售辦公設(shè)備。每個(gè)銷售代表被分派到一個(gè)特定的州，每個(gè)州是該國4個(gè)地區(qū)之一的一部分。為使管理能夠監(jiān)控每個(gè)代表、每個(gè)州和每個(gè)地區(qū)的銷售數(shù)量和銷售額，ABC決定建立一個(gè)信息系統(tǒng)。此外，該信息系統(tǒng)還需能夠跟蹤價(jià)格、存貨和競爭等情況。信息信息系統(tǒng)實(shí)例ABC辦公室設(shè)計(jì)公司BethSmith(項(xiàng)目經(jīng)理)做了以下工作：找出需要完成的所有主要任務(wù)，并建立了工作分析結(jié)構(gòu)，制定了責(zé)任矩陣根據(jù)所要完成的主要任務(wù)制作甘特圖制作了一份所有要完成任務(wù)的一覽表，制作一張網(wǎng)絡(luò)圖以表明任務(wù)間相互依存關(guān)系信息系統(tǒng)實(shí)例ABC辦公室設(shè)計(jì)公司BethSmith(項(xiàng)目項(xiàng)目管理軟件生成任務(wù)一覽表,其中包括它們的預(yù)計(jì)工期建立任務(wù)之間的相互依存關(guān)系以不同的時(shí)間尺度工作,包括小時(shí)、天、星期、月和年生成報(bào)告與其他軟件包如電子數(shù)據(jù)表和數(shù)據(jù)庫的界面比較實(shí)際成本與預(yù)算成本MicrosoftProjectProjectScheduler

項(xiàng)目管理軟件生成任務(wù)一覽表,其中包括它們的預(yù)計(jì)工期進(jìn)度安排估計(jì)每項(xiàng)活動(dòng)的工期確定整個(gè)項(xiàng)目的預(yù)計(jì)開始時(shí)間和要求完工時(shí)間在項(xiàng)目預(yù)計(jì)開始時(shí)間的基礎(chǔ)上計(jì)算每項(xiàng)活動(dòng)必須開始和完成的最遲時(shí)間確定每項(xiàng)活動(dòng)能夠開始（或完成）與必須開始（或完成）時(shí)間之間的正負(fù)時(shí)差確定關(guān)鍵（最長）活動(dòng)路徑。進(jìn)度安排估計(jì)每項(xiàng)活動(dòng)的工期進(jìn)度計(jì)算項(xiàng)目的開始和結(jié)束時(shí)間即項(xiàng)目的預(yù)計(jì)開始時(shí)間和要求完工時(shí)間,有時(shí)用一個(gè)時(shí)間段表示項(xiàng)目所用時(shí)間.ES，EF；LS，LF；進(jìn)度計(jì)算項(xiàng)目的開始和結(jié)束時(shí)間即項(xiàng)目的預(yù)計(jì)開始時(shí)間和要求