Project Development Management
問題一覧
1
defines a project
as a temporary endeavor undertaken to create a
unique product, service, or result. The temporary
nature of projects indicates a definite beginning and
end. The end is reached when the project’s
objectives have been achieved or when the project
is terminated because its objectives will not or
cannot be met, or when the need for the project no
longer exists.
project management institute
2
Project Characteristics
Projects are unique. • Projects are temporary in nature and have a definite beginning and ending date. • Projects are completed when the project goals are achieved or it’s determined the project is no longer viable.
3
the application of knowledge,
skills, tools, and techniques applied to project activities in
order to meet the project requirements. Project
management is a process that includes planning, putting
the project plan into action, and measuring progress and
performance
project management
4
budget approved for the project including
all necessary expenses needed to deliver the project
cost
5
what the project is trying to achieve.
scope
6
combination of the standards and criteria
to which the project’s products must be delivered for
them to perform effectively.
quality
7
defined by potential external events that will
have a negative impact on your project if they occur.
risk
8
refers to the combination of the probability the
event will occur and the impact on the project if the
event occurs
risk
9
are required to carry out the project tasks.
resources
10
defined as the time to complete the project
time
11
often the most frequent project oversight in
developing projects.
time
12
traditionally consisted of only time, cost, and
scope.
triple constraint
13
They are knowledge of the application area and the
standards and regulations in your industry,
understand ing of the project environment, general
management knowledge and skills, and interpersonal
skills.
project management expertise
14
when referring to regulations we mean
mandatory rules that must be followed, such as
government imposed requirements through laws.
Every industry has regulations.
application knowledge
15
Areas of expertise that a project manager
should bring to the project team.
application knowledge understanding the project environment management knowledge and skills interpersonal skills
16
At one level, you need to think in
terms of the cultural and social environments
(i.e., people, demographics, and education). The
international and political environment is where
you need to understand about differ ent
countries’ cultural influences. Then we move to
the physical environment; here we think about
time zones.
understanding the project environment
17
The important factors to consider in undertstanding the project environment
cultural, social, international, political and physical
18
Project management knowledge and your general
management skills. Here, we are thinking of items like
your ability to plan the project, execute it prop erly,
and of course control it and bring it to a successful
conclusion, along with your ability to guide the project
team to achieve project objectives and balance
project constraints.
• General management skills that allow the project
manager to complete the pro ject with some level of
efficiency and control.
management knowledge and skills
19
To manage personal relationships and deal with
personnel issues as they arise.
interpersonal skills
20
7 types of interpersonal skills
communication influence leadership motivation negotiation team building problem solving
21
must be good communicators,
promoting clear, unambiguous exchange of
information. As a project manager, it is your job to
keep a number of people well informed
summed up as knowing “who needs what information
and when” and making sure they have it
communication
22
There are political alliances, differing motivations,
conflicting inter ests, and power struggles. A project
manager must understand all of the unspoken
influences at work within an organization.
influence
23
the ability to motivate and inspire
individuals to work toward expected results. Leaders
inspire vision and rally people around common goals.
A good project manager can motivate and inspire the
project team to see the vision and value of the project.
leadership
24
constant process that the project
manager must guide to help the team move toward
completion with passion and a profound reason to
complete the work.
motivation
25
simply getting a diverse group of
people to work together in the most efficient and
effective manner possible. This may involve
management events as well as individual actions
designed to improve team performance.
team building
26
Negotiate with stakeholders, vendors, and customers
to reach a level of agreement acceptable to all parties
involved in the negotiation process
negotiation
27
the ability to understand the heart
of a problem, look for a viable solution, and then make
a decision to implement that solution
problem solving
28
the ability to understand the
cause and effect of the problem; this centres on root-
cause analysis
problem definition
問題一覧
1
defines a project
as a temporary endeavor undertaken to create a
unique product, service, or result. The temporary
nature of projects indicates a definite beginning and
end. The end is reached when the project’s
objectives have been achieved or when the project
is terminated because its objectives will not or
cannot be met, or when the need for the project no
longer exists.
project management institute
2
Project Characteristics
Projects are unique. • Projects are temporary in nature and have a definite beginning and ending date. • Projects are completed when the project goals are achieved or it’s determined the project is no longer viable.
3
the application of knowledge,
skills, tools, and techniques applied to project activities in
order to meet the project requirements. Project
management is a process that includes planning, putting
the project plan into action, and measuring progress and
performance
project management
4
budget approved for the project including
all necessary expenses needed to deliver the project
cost
5
what the project is trying to achieve.
scope
6
combination of the standards and criteria
to which the project’s products must be delivered for
them to perform effectively.
quality
7
defined by potential external events that will
have a negative impact on your project if they occur.
risk
8
refers to the combination of the probability the
event will occur and the impact on the project if the
event occurs
risk
9
are required to carry out the project tasks.
resources
10
defined as the time to complete the project
time
11
often the most frequent project oversight in
developing projects.
time
12
traditionally consisted of only time, cost, and
scope.
triple constraint
13
They are knowledge of the application area and the
standards and regulations in your industry,
understand ing of the project environment, general
management knowledge and skills, and interpersonal
skills.
project management expertise
14
when referring to regulations we mean
mandatory rules that must be followed, such as
government imposed requirements through laws.
Every industry has regulations.
application knowledge
15
Areas of expertise that a project manager
should bring to the project team.
application knowledge understanding the project environment management knowledge and skills interpersonal skills
16
At one level, you need to think in
terms of the cultural and social environments
(i.e., people, demographics, and education). The
international and political environment is where
you need to understand about differ ent
countries’ cultural influences. Then we move to
the physical environment; here we think about
time zones.
understanding the project environment
17
The important factors to consider in undertstanding the project environment
cultural, social, international, political and physical
18
Project management knowledge and your general
management skills. Here, we are thinking of items like
your ability to plan the project, execute it prop erly,
and of course control it and bring it to a successful
conclusion, along with your ability to guide the project
team to achieve project objectives and balance
project constraints.
• General management skills that allow the project
manager to complete the pro ject with some level of
efficiency and control.
management knowledge and skills
19
To manage personal relationships and deal with
personnel issues as they arise.
interpersonal skills
20
7 types of interpersonal skills
communication influence leadership motivation negotiation team building problem solving
21
must be good communicators,
promoting clear, unambiguous exchange of
information. As a project manager, it is your job to
keep a number of people well informed
summed up as knowing “who needs what information
and when” and making sure they have it
communication
22
There are political alliances, differing motivations,
conflicting inter ests, and power struggles. A project
manager must understand all of the unspoken
influences at work within an organization.
influence
23
the ability to motivate and inspire
individuals to work toward expected results. Leaders
inspire vision and rally people around common goals.
A good project manager can motivate and inspire the
project team to see the vision and value of the project.
leadership
24
constant process that the project
manager must guide to help the team move toward
completion with passion and a profound reason to
complete the work.
motivation
25
simply getting a diverse group of
people to work together in the most efficient and
effective manner possible. This may involve
management events as well as individual actions
designed to improve team performance.
team building
26
Negotiate with stakeholders, vendors, and customers
to reach a level of agreement acceptable to all parties
involved in the negotiation process
negotiation
27
the ability to understand the heart
of a problem, look for a viable solution, and then make
a decision to implement that solution
problem solving
28
the ability to understand the
cause and effect of the problem; this centres on root-
cause analysis
problem definition