Managing by project has been adapted by more and more enterprises around the globe. As the core team of business operations, senior managers must understand and master the core concepts of managing by project and related skills, in order to drive management innovation and contribute to development of enterprise-wide project management competence. This course covers the topics of strategic importance and culture of project management, relationship between project management and continuous product innovation, 5 key processes of projects, human resource and cost management, project life cycle and product life cycle, project success criteria and project risk management etc.
企业管理项目化日益成为趋势。作为企业运作的核心骨干，高级经理有必要了解并掌握项目化管理的核心概念及相关技巧，以在企业管理创新及项目管理能力建立中发挥主要作用。本课程内容涵盖项目化管理的意义及文化，项目管理与产品持续创新的关系，项目五大过程， 人力成本管理，项目生命周期及产品生命周期，项目成功标尺，项目风险管理等重要课题。
Topical Outline 课题纲要
- How to achieve product line innovation through project management
企业如何通过项目管理实现产品线升级
Establishing project management key objectives 项目管理核心目标建立
Key stakeholders: Boss & client's balancing of quantity, quality, speed, and cost
核心利益干系人：老板与客户的多、快、好、省平衡原则
How to establish project management culture; Core benefit of matrix structure: establishing true client oriented strategy
PM的核心组织文化如何建立： 矩阵管理精髓所在--建立真正的以客户为导向的战略
X curve of project life cycle and its comparison to S curve of product life cycle
项目的生命周期的X曲线，与产品生命周期S曲线的分析对比
GE's 6-Sigma product operation management versus IBM's project management model
Ge的6西格玛产品运作型管理与IBM的项目型管理之间的平衡之道
Comparing responsibility of product manager and project manager
产品经理职责与项目经理职责的对比
Project organization development; the criteria for picking project manager; PMO's rights and responsibility
项目组织建立：选拔项目经理的标准是什么？PMO项目管理办公室的权利与责任
- How to achieve process management through project's 5 key processes
流程管理如何通过项目五大过程实现
How to decompose project strategic goals: Cascade method and Tree method
如何分解项目战略目标：“瀑布型”分解法与“树状图”分解法
Developing project organization: core team and participating team
and their work distribution and cooperation
项目组织的建立：核心团队和参与团队分工与合作
How Dell implemented its management templates?
Dell的管理模板是如何建立的？
How to achieve true “people oriented”: project and product human cost management
如何真正做到“以人为本”:项目与产品人力成本管理
3-point method versus Delphi method
项目工作量的多种估算法则对比：“三点法”与“戴尔菲”法的比较
Boss's scientific budget decision
Boss决策预算的科学方法
Project normal distribution and product normal distribution
项目的“正态分布”和产品的“正态分布”
How to evaluate the performance of cross-functional cooperation
跨职能部门的合作如何有效考核?
TEAM BUY-IN GE's another core competitive advantage: how to use
TEAM WORK to achieve TEAM BUY-IN
GE的又一核心竞争力--群策群力，如何用TEAM WORK 达成
How technical professional transform into management professional
技术型人才如何成为管理型人才
- The foundation product life cycle of the process
流程中的产品生命周期：
Why Gantt Chart is not being used well?
Ignoring the key technique in project sequencing
为什么多年来画的“甘特图”总是不能用呢？
忽视了项目计划中排序的关键技巧
How Dell used process management to achieve “zero” inventory?
Dell如何利 用流程管理达至“0”库存
Work effort to duration 工作量转换工期
Duration to schedule baseline 工期转换进度基线
Critical path and critical activities: time management principles.
关键路径与关键作业的权衡之道：时间管理法则
- Project success criteria: project management success and product management success
项目成功标尺=项目管理成功＋产品管理成功
How much responsibility should the project management carry in regards to project success?
项目经理对项目的成败究竟应承担多大的责任？
Perfect technology=Successful project? Project quality grading
完美的技术=成功的项目？项目的质量标杆如何分级？
Role definition of boss, project manager and team members
老板, 项目经理 与团队成员的角色如何定位，沟通
Project success criteria evaluation
项目成功标尺的评估
Product success criteria evaluation
产品成功标尺的评估
- Risk Management 风险管理
Risk definition and identification 风险的定义与识别
Risk matrix application and appraisal
风险矩阵的工具应用与点评
Classic case: project management's dual high risks---freezing strategy of requirement change
经典案例：项目管理双高风险需求变更的封存策略
Start from the end? project management's highest state, win-win for client, boss and project team
达成以终为始的最高境界，达成客户、老板与团队的共赢
|
|
