项目管理流程培训

一、课程概述

本课程基于国际流行的PMBOK项目管理知识理论为基础,分三个部分对学员进行项目管理流程与工具技术的培训。第一部分重点就项目管理思维理念及其整体方法进行精准讲解,帮助项目管理学员了解国际项目管理的先进理念以及项目管理整体过程方法,加深对项目目标及项目成功标准的统一认知。第二个部分是讲师工作多年总结形成的一套行之有效的端到端项目管理流程及关键工具技术,包括“确立项目、组建团队、设定目标、统领计划、迭代交付、收尾复盘”,讲师通过典型案例分析或企业案例演练帮助学员能够整体了解项目管理的全流程、抓住项目管理流程的关键管控环节、掌握相关技术工具。第三个部是项目领导力、团队建设和沟通技巧的能力提升,这个主题帮助学员了解在整个项目管理流程中,如何识别不同阶段团队的特点、掌握团队建设的工具和方法、提高团队沟通技巧、提高项目经理的领导力和影响力来帮助团队成功完成项目的任务,本部分通过一个完整的项目视频案例和学员进行互动,共同探讨。

通过学习本课程,学员一方面能够全方位了解国际最先进的项目管理思维理念、流程和工具方法之外,另一方面还可以就工作中出现的问题找到科学的项目管理解决方法,可以应用在实际工作中,改善工作的绩效,大幅提升企业项目管理实战能力。

二、课程对象

项目经理、项目团队成员、跨部门协同人员等。

三、课程时间

2天(每天6小时),培训地点:企业安排

四、课程大纲

第一部分 项目管理理念及其理论框架

  1. 项目及项目管理概述

1.1项目的概念?

  • 美国概念、英国概念、中国概念

1.2项目与日常运营的区别?

  • 项目的特点、运营的特点、项目化管理

1.3项目的目标及成功标准?

  • 项目目标铁三角、项目目标的六个维度、项目成功的方程式

1.4项目的干系人(利益相关者)与干系人分析

  • 干系人力量矩阵、权利利益方格矩阵

1.5美国项目管理协会PMBOK项目管理知识体系指南概述

1.5.1项目5大过程组

  • 启动、规划、执行、监控、收尾

1.5.2项目10大知识领域

  • 整合管理、范围管理、时间管理、成本管理、质量管理、人力资源管理、沟通管理、风险管理、采购管理、干系人管理

1.6成功的项目管理思维理念是什么?

1.7一句话总结什么是“成功的项目管理”?

第二部分 项目管理端到端流程与工具技术、案例分析

  • 第一步:确立项目

2.1项目立项时的商业论证

2.2项目任务书

2.3 5W2H技术

2.4案例展示:某项目商业论证与项目任务书

  • 第二步:组建团队

3.1组建临时性项目组

  • 项目指导与决策层、项目日常管理层、项目交付执行层
  • 项目主管、高级用户、高级供应商、项目保证、变更控制委员会、项目经理、小组经理、项目支持、项目成员

3.2定义项目组沟通上下沟通机制

  • 自上而下的工作授权机制、自下而上的工作汇报机制、例外管理机制

3.3定义项目沟通计划

3.4案例展示:某项目的组织结构与角色职责展示与分析

3.5案例演练:优化自己项目组及角色职责

  • 第三步:目标设定

4.1目标描述的SMART技术

4.2目标优先级排序技术

4.3如何设定责任目标?如何设定激励目标?

4.4目标责任矩阵

4.5目标跟踪与优化技术

4.6案例分析:某企业项目的目标定义

  • 第四步:统领计划

5.1计划编制的关键要素有哪些?

  • 目标、产品、质量、任务、风险、时间、责任人、成本

5.2计划编制的步骤有哪些?

  • 1.基于目标的产品分解2.基于产品的质量活动分解3.基于产品的实施活动分解4.基于产品和任务的风险分解5.确定进度表6.确定责任职责矩阵7.确定成本预算8.整合调优

5.3编制计划所用到的关键工具与技术有哪些?

  • 团队规划会议、三点估算、德尔菲技术、分解技术、网络图技术、RACI矩阵、平衡权衡技术

5.4如何设置计划监控与跟踪的节奏?

  • 计划分层管理、计划额度授权、确定评审验证时点、确定日常汇报频率与例外上报机制

5.5案例展示:某企业项目的计划

  • 第五步:迭代交付

6.1迭代交付方法介绍

  • 时间箱技术、迭代交付技术、团队分割技术、团队沟通与会议

6.2项目风险管控

6.2.1如何识别风险?

  • 风险来源、风险种类、风险分解结构

6.2.2风险管控的关键要素有哪些?

  • 风险概率分析、风险影响程度分析、风险临近度分析

6.2.3有哪些风险应对的策略?

  • 积极风险应对策略、消极风险应对策略

6.2.4风险预算应该准备多少?

  • 应急储备、管理储备

6.2.5案例分析:某企业项目的风险识别与应对

6.3项目问题管控

6.3.1怎么做更容易发现和暴露问题?

  • 问题墙、每日站立会议、评审与回顾会议

6.3.2问题解决有哪些环节和步骤?

6.3.3处理问题有哪些方法与工具?

  • 优先级工具、Workshop、头脑风暴、焦点小组会议、根本性原因分析、鱼骨图、20/80原则、思维导图

6.3.4案例演练:用问题分析与解决技术解决自己项目的问题

  • 第六步:报告进展

7.1进展报告的频率设置

7.2进展报告的内容与格式

7.3进展报告的技巧与注意事项

7.4进展报告的案例展示

  • 第七步:复盘总结

8.1项目收尾应考虑哪些环节?

8.2项目收尾有哪些必要的步骤?

8.3如何做项目的总结?

8.4怎么做复盘更有效?

第三部分 完整项目视频互动学项目领导力、团队建设、沟通技巧

9、完整项目视频互动学项目领导力、团队建设与沟通技巧

9.1如何领导项目启动及展示沟通技巧

9.1.1确定项目任务目标

9.1.2识别项目利益人

9.1.3老师讲解与点评

9.2如何领导项目规划及展示沟通技巧

9.2.1确定关键任务

9.2.2进行资源分配

9.2.3确定进度表

9.2.4老师讲解与点评

9.3如何领导项目实施团队及展示沟通技巧

9.3.1组建和建设团队

9.3.2团队沟通

9.3.3团队管理

9.3.4老师讲解与点评

9.4如何实施项目监控及展示沟通技巧

9.4.1项目绩效信息的获取、分析与预测

9.4.2项目控制机制及控制程序的设定

9.4.3项目偏差的矫正

9.4.4老师讲解与点评

9.5如何实施项目收尾及展示沟通技巧

9.5.1项目经验教训总结

9.5.2项目收益评估

9.5.3以庆祝的方式结束项目

9.5.4老师讲解与点评

10、培训总结

10.1集中答疑

10.2小组派代表总结发言

10.3你学到了什么?下一步该怎么做?

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