風(fēng)險(xiǎn)|影響|可能性|總計(jì)|緩解|影響|可能性|總計(jì)
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WBS

• WBS（工作分解結(jié)構(gòu)）：是對(duì)項(xiàng)目團(tuán)隊(duì)為實(shí)現(xiàn)項(xiàng)目目標(biāo)、創(chuàng)建可交付成果而需要實(shí)施的全部工作范圍的層級(jí)分解。它組織并定義了項(xiàng)目的總范圍，代表著經(jīng)批準(zhǔn)的當(dāng)前項(xiàng)目范圍說(shuō)明書(shū)中所規(guī)定的工作。WBS將概括出：
  • 產(chǎn)品范圍（things）：某項(xiàng)產(chǎn)品、服務(wù)或成果所具有的特性和功能。
  • 項(xiàng)目范圍（work）：為交付具有規(guī)定特性與功能的產(chǎn)品、服務(wù)或成果而必須完成的工作。項(xiàng)目范圍有時(shí)也包括產(chǎn)品范圍。
    
    示例
• WBS的意義：
  • 是項(xiàng)目規(guī)劃的基礎(chǔ)，尤其是里面的眾多任務(wù)
  • 是項(xiàng)目的詳細(xì)圖解
  • 它界定并估算人力資源成本
  • 它清晰展示項(xiàng)目成員的任務(wù)分配情況
  • 項(xiàng)目排期表建立在其詳細(xì)任務(wù)之上
• 如果某個(gè)條目你沒(méi)列在WBS中，你還得把它放在其他地方，例如很可能在WBS Dictionary或Task List。
  • WBS詞典：是針對(duì)每個(gè)WBS組件，詳細(xì)描述可交付成果、活動(dòng)和進(jìn)度信息的文件。

  • WBS最底層的工作是工作包?；顒?dòng)是完成工作包所需的投入，使項(xiàng)目團(tuán)隊(duì)成員知道需要完成什么工作。任務(wù)是進(jìn)一步分解并分配給某人的、一塊待開(kāi)展或完成的工作。

    
    
    幾個(gè)概念的層級(jí)關(guān)系
• 工作包把工作分解到什么程度：
• 只要足夠委派給一個(gè)人或一個(gè)小組
• 約4~40小時(shí)（僅供參考）
• 不同類(lèi)型的WBS
  • 基于交付成果的WBS
    
    基于交付成果的WBS
  • 基于活動(dòng)的WBS
    
    基于活動(dòng)的WBS
  • 基于階段的WBS
    
    基于階段的WBS

進(jìn)度

• 術(shù)語(yǔ)

• Critical Path
  Generally, but not always, the sequence of schedule activities that determines the duration of the project. It is the longest path through the project.

• Total Float Time (Slack Time)
  The total amount of time a schedule activity may be delayed from its early start date without delaying the project finish date or violating a schedule constraint.

• Free Float
  The total amount of time a schedule activity can be delayed without delaying the early start of any immediately following schedule activities.

• Milestone
  A zero duration task that designates significant events in the project.

• 進(jìn)度表的意義

• 把任務(wù)按時(shí)間軸串起來(lái)

• 作為項(xiàng)目的路線(xiàn)圖，可供項(xiàng)目管理、顧客、干系人使用或參考

• 溝通工具

• 跟蹤工具

• 如何制訂一份進(jìn)度表?

1. 把詳細(xì)任務(wù)摘進(jìn)來(lái)
2. 給任務(wù)添加工期
3. 把任務(wù)排列成為依次進(jìn)行或同時(shí)進(jìn)行
4. 給整個(gè)項(xiàng)目添加啟動(dòng)和結(jié)束節(jié)點(diǎn)
5. 給任務(wù)添加最早和最遲的開(kāi)始和結(jié)束時(shí)間
6. 給任務(wù)添加任何你想要添加的信息，如每個(gè)任務(wù)所對(duì)應(yīng)的團(tuán)隊(duì)成員的名字、成本

示例

圖1

圖2

圖3

圖4

圖5

• 進(jìn)度表已經(jīng)超出交付期限，怎么辦
• 趕工（Crashing），采用縮短活動(dòng)工期、分配更多資源等方法來(lái)壓縮進(jìn)度。如增加開(kāi)發(fā)人力資源、外包、使用外部技術(shù)與產(chǎn)品等。一般會(huì)導(dǎo)致項(xiàng)目成本上升。
• 捷徑（Fast Tracking），改變網(wǎng)絡(luò)邏輯，使通常情況下按次序進(jìn)行的各個(gè)階段重疊進(jìn)行，或者并行開(kāi)展活動(dòng)。如一邊設(shè)計(jì)一邊建造、前提階段完成前便提前采購(gòu)本階段所需資源等。一般會(huì)導(dǎo)致項(xiàng)目風(fēng)險(xiǎn)加大。
  • 網(wǎng)絡(luò)邏輯（Network Logic）：項(xiàng)目進(jìn)度網(wǎng)絡(luò)圖中各進(jìn)度活動(dòng)之間的依賴(lài)關(guān)系的總稱(chēng)
  • 項(xiàng)目進(jìn)度網(wǎng)絡(luò)圖（Project Schedule Network Diagram）：表示項(xiàng)目進(jìn)度活動(dòng)之間邏輯關(guān)系的圖形
• 縮小范圍（Reduce Scope），免除一部分交付成果。
• 降低質(zhì)量（Reduce Quality），以低于初始規(guī)定的水平提供交付成果，甚至是不在規(guī)定以?xún)?nèi)的成果。

項(xiàng)目領(lǐng)導(dǎo)

• 召開(kāi)項(xiàng)目啟動(dòng)會(huì)做什么
• 介紹團(tuán)隊(duì)成員
• 澄清項(xiàng)目使命（mission）、定義（definition）、交付成果（deliverables）
• 答疑
• 交代或開(kāi)始制訂項(xiàng)目計(jì)劃

疑問(wèn)：需求評(píng)估、調(diào)研算不算項(xiàng)目的一部分？在立項(xiàng)之前還是立項(xiàng)之后？在提出需求之后隨即開(kāi)始立項(xiàng)呢，還是在決定動(dòng)工之后才開(kāi)始立項(xiàng)呢？項(xiàng)目管理的知識(shí)似乎并不能解答應(yīng)不應(yīng)該做一個(gè)項(xiàng)目的嚴(yán)肅問(wèn)題，似乎并沒(méi)有太多強(qiáng)調(diào)立項(xiàng)前論證、結(jié)項(xiàng)后驗(yàn)證的環(huán)節(jié)及知識(shí)。這暗示著項(xiàng)目范圍不應(yīng)該局限于“成功交付定義的交付成果”，還需覆蓋到“證明這些定義的交付成果是有價(jià)值的”。

• 責(zé)任分配矩陣之RACI矩陣

  
  
  責(zé)任分配矩陣
• 為什么團(tuán)隊(duì)成員不愿意接受委派下來(lái)的任務(wù)
• 沒(méi)回報(bào)
• 不安感
• 缺少技能
• 就是不想做
• 對(duì)項(xiàng)目經(jīng)理、組織不信任
• 評(píng)估團(tuán)隊(duì)成員能否接受委派下來(lái)的任務(wù)的能力

1. 日常工作職責(zé)
2. 特殊技能
3. 獨(dú)特的經(jīng)歷背景和教育背景
4. 歷史上接受委派下來(lái)的任務(wù)的情況
5. 接受委派下來(lái)的任務(wù)的意愿
6. 接受培訓(xùn)、監(jiān)管的意愿
7. 以前在其他項(xiàng)目團(tuán)隊(duì)的經(jīng)歷
8. 整體自信程度
9. 被監(jiān)控時(shí)通常的響應(yīng)程度
10. 個(gè)人追求和欲望

閱讀材料

|Accountability|Responsibility
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Introduction|In ethics and governance, accountability is answerability, blameworthiness, liability, and the expectation of account-giving.|Responsibility may refer to: being in charge, being the owner of a task or event.
Explanation owed|Yes|Not necessarily

• It is Tom's responsibility to make sure there are supplies in the office room. So Tom will be aware of this task and keep bringing in more supplies before they run out. At this point, you cannot say Tom has been held accountable (answerable) for performing this task. Tom is responsible for the office supplies, but he is only held accountable — owes an explanation for his actions — if the supplies ever run out.
• Each one of us is ACCOUNTABLE on his/her responsibility.
• Responsibility is a task given, but can be refused, ignored, abandoned, not be performed or delayed...
• Accountability is a task that we cannot escape of, whether we like it or not....it is there and we will account..........

• Responsibility may be bestowed, but accountability must be taken. In other words, responsibility can be given or received, even assumed, but that doesn’t automatically guarantee that personal accountability will be taken. Which means that it’s possible to bear responsibility for something or someone but still lack accountability.
  Clearly defining responsibilities is certainly essential, but encouraging people to go a step further and take personal accountability will secure better results every time.

• When people take accountability for results, not just doing their jobs, they take ownership for making sure the ball does not get dropped. Organizations often try to solve this problem by redefining responsibilities, reorganizing what people do, and restructuring the way work is done, only to find that changing where people sit in the organization, won’t necessarily change how they think. Accountability is a broader concept than responsibility, making it possible to keep things from “falling through the cracks” that always exist between the responsibility boxes on an organizational chart. When people take accountability, they are more likely to invest their hearts and minds in getting things done, allowing them to achieve results that often exceed expectations.
• Taking personal accountability means making “a personal choice to rise above one’s circumstances and demonstrate the ownership necessary for achieving desired results; to See It, Own It, Solve It, and Do It.” Accountability is something you do to yourself, not something that someone does to you. In short, you can be given responsibility, but you have to take accountability. One may be bestowed and assumed, but the other must be personally acquired and then actively applied.

• “Managers and supervisors are not accountable for everything in their organization. Responsibility charting ensures accountability is placed with the person who really can be accountable for specific work. Often this results in accountabilities for actions being moved down to the most appropriate level.”

• This is an important point. Accountability does not necessarily live at the very top but rather it is positioned at the most appropriate level, with the person who can be accountable for the work.
• The authors provide further elaboration on the definitions of Responsible and Accountable, as follows:
• The Accountable person is the individual who is ultimately answerable for the activity or decision. This includes “yes” or “no” authority and veto power. Only one Accountable person can be assigned to an action.
• The Responsible person is the individual(s) who actually complete the task. The Responsible person is responsible for action/implementation. Responsibility can be shared. The degree of responsibility is determined by the individual with the “Accountability”.
• Clear determination of the projects’ roles and responsibilities (by publishing a detailed RACI matrix) can go a long way towards eliminating any ambiguities and misunderstandings. An up-front determination of Accountabilities and Responsibilities is just the beginning, and this needs tube followed by a clear communication and acceptance of these roles and responsibilities by the assignees.
• Blame games and apportioning of faults can only thrive in an environment where it has never been clear who is responsible and who is accountable. If these are not properly communicated there’s a good chance it is you, the project manager, who will be asked to respond to the “please explain” note from the project sponsor.

監(jiān)控

• 跟蹤需要：
  1）項(xiàng)目進(jìn)度表，告訴你此時(shí)項(xiàng)目應(yīng)該走到哪了；
  2）溝通規(guī)劃表，告訴你此時(shí)項(xiàng)目實(shí)際走到哪了；
  
  溝通規(guī)劃表
• 掙值法
• 計(jì)劃價(jià)值(PV)：為計(jì)劃工作分配的經(jīng)批準(zhǔn)的預(yù)算；
• 掙值(EV)：已完成工作的經(jīng)批準(zhǔn)的預(yù)算；
• 實(shí)際成本(AC)：已完成工作而發(fā)生的總成本。
• EV>PV，說(shuō)明進(jìn)度超前，否則落后；

• AC>EV，說(shuō)明花費(fèi)超支，否則結(jié)余；

  
  
  掙值法
• 項(xiàng)目脫軌怎么辦？檢查：
• S,Q,C,T
• 策略
• 估算
• 匯報(bào)進(jìn)度和花費(fèi)
• 人的因素：團(tuán)隊(duì)、組織、顧客、其他干系人

收尾檢查單

• 項(xiàng)目完工
• 檢查是否所有的退出標(biāo)準(zhǔn)均已滿(mǎn)足
  • 退出標(biāo)準(zhǔn)（exit criteria）：Conditions that must be fulfilled in order for a process to be considered complete.
• 確認(rèn)是否所有的交付成果均已給到顧客
• 確認(rèn)顧客滿(mǎn)意度
• 收尾的所有細(xì)節(jié)
• 與團(tuán)隊(duì)開(kāi)收尾會(huì)
• 收尾財(cái)務(wù)的
• 收尾分包合同
• 收尾其他財(cái)務(wù)細(xì)節(jié)
• 收尾支持和行政，以及雜務(wù)
• 通知所有提供支持的職能部門(mén)項(xiàng)目已完工
• 中止所有剩余的項(xiàng)目標(biāo)識(shí)號(hào)
• 把分配給項(xiàng)目的地方空出來(lái)
• 收尾項(xiàng)目團(tuán)隊(duì)
• 通知團(tuán)隊(duì)成員項(xiàng)目已完工
• 通知職能經(jīng)理項(xiàng)目已完工
• 審查項(xiàng)目成功
• 審查項(xiàng)目文件
• 審查項(xiàng)目的財(cái)務(wù)表現(xiàn)并建立文檔
• 審查什么進(jìn)展順利、做得好
• 審查什么進(jìn)展不順，什么本可以做得更好
• 認(rèn)可、嘉獎(jiǎng)、慶祝
• 發(fā)現(xiàn)和認(rèn)可所有人為項(xiàng)目付出什么
• 合理地給人嘉獎(jiǎng)
• 慶祝項(xiàng)目完工