北京職能組織中的項(xiàng)目管理

課程詳情

Project Management in Functional Organizations

Project Management in Functional Organizations

Nov. 26-27, 2015 Beijing

課程前言Introduction

本課程為英文授課，講義資料也為英文。學(xué)員對(duì)象是需要用英文作為項(xiàng)目工作語(yǔ)言的人員。

Project Management in functional Organizations》 ,though based on the general project management methodology from PMBOK, is focused on the R&D projects, product realization and order fulfillment projects, engineering projects and continuous improvement projects, which are recognized as the typical projects in an industrial enterprise. 

The topics of the course consist of function management and project management, projects in industrial enterprise, project initiation and team building, scope definition and work breakdown structure , schedule development and control, project resource allocation methods, project budget and product cost control, project deliverables and quality control, project risk analysis and response strategy. The course is the summery of the best practice in project management by the world leading enterprises and specially designed for management staff in industrial enterprises .

The course lasts 14 hours with case studies and workshop presentations and discussions joined by the participants.

課程對(duì)象

需要用英文作為項(xiàng)目工作語(yǔ)言的人員，如(1)對(duì)外開(kāi)展業(yè)務(wù)的企業(yè)；(2)合資公司英文工作環(huán)境，相關(guān)企業(yè)中職能部門(mén)經(jīng)理、項(xiàng)目經(jīng)理、項(xiàng)目骨干等。

咨詢(xún)報(bào)名Contact us

課程收費(fèi)：3680元/人，包含資料、文具、午餐、點(diǎn)心。可代訂住宿，費(fèi)用自理。

注：參加本課程可以獲得美國(guó)項(xiàng)目管理學(xué)會(huì)認(rèn)可的14個(gè)PDU

主辦單位：共創(chuàng)國(guó)際項(xiàng)目管理顧問(wèn)

美國(guó)項(xiàng)目管理學(xué)會(huì)全球教育合作伙伴（Global REP）

國(guó)際項(xiàng)目管理協(xié)會(huì)IPMP認(rèn)證中心

國(guó)家外國(guó)專(zhuān)家局授權(quán)培訓(xùn)合作伙伴

中國(guó)項(xiàng)目管理研究委員會(huì)理事單位

北京市項(xiàng)目管理協(xié)會(huì)常務(wù)理事單位

共創(chuàng)國(guó)際是國(guó)內(nèi)*早（成立于2001年）開(kāi)展項(xiàng)目管理服務(wù)的專(zhuān)業(yè)機(jī)構(gòu)之一，為國(guó)際項(xiàng)目管理協(xié)會(huì)IPMP認(rèn)證中心和美國(guó)項(xiàng)目管理學(xué)會(huì)全球教育合作伙伴(Global REP)。共創(chuàng)國(guó)際通過(guò)引進(jìn)先進(jìn)的項(xiàng)目管理知識(shí)體系與方，結(jié)合項(xiàng)目管理*佳實(shí)踐向企業(yè)提供項(xiàng)目管理咨詢(xún)與服務(wù)。共創(chuàng)國(guó)際專(zhuān)注于項(xiàng)目管理、工程管理與研發(fā)管理領(lǐng)域，在工程、制造、IT通信等行業(yè)具備豐富的咨詢(xún)與培訓(xùn)服務(wù)經(jīng)驗(yàn)。

共創(chuàng)國(guó)際旗下項(xiàng)目管理知識(shí)門(mén)戶(hù)：項(xiàng)目管理者聯(lián)盟（www*****.net）是*大的項(xiàng)目管理中文網(wǎng)站，是國(guó)內(nèi)項(xiàng)目經(jīng)理的主要在線交流平臺(tái)，擁有會(huì)員20萬(wàn)人。

講師介紹：

王景山 項(xiàng)目管理者聯(lián)盟制造業(yè)項(xiàng)目管理高級(jí)講師，高級(jí)工程師，PMP

畢業(yè)于西北工業(yè)大學(xué)自動(dòng)控制系，荷蘭愛(ài)因候溫技術(shù)大學(xué)訪問(wèn)學(xué)者。王老師有豐富的航空研發(fā)與設(shè)計(jì)工作經(jīng)驗(yàn)，有十多年的跨國(guó)制造企業(yè)管理經(jīng)驗(yàn)及海外工作經(jīng)驗(yàn)，主要從事產(chǎn)品研發(fā)、生產(chǎn)經(jīng)營(yíng)管理，項(xiàng)目管理和企業(yè)經(jīng)營(yíng)發(fā)展規(guī)劃工作，主持和參與過(guò)大量與美國(guó)、日本、歐洲國(guó)家、新加坡、印度、伊朗公司合作項(xiàng)目，項(xiàng)目?jī)?nèi)容包括新品研發(fā)、計(jì)算機(jī)軟件、硬件研制、廠房建造、設(shè)備改造、成套生產(chǎn)設(shè)備出口項(xiàng)目和其它科學(xué)研究項(xiàng)目，項(xiàng)目規(guī)模從數(shù)百萬(wàn)人民幣至10億人民幣。

近年來(lái)王老師主要從事制造業(yè)項(xiàng)目管理與項(xiàng)目投資決策的研究、咨詢(xún)與培訓(xùn)工作。

主要課程：

訂單項(xiàng)目管理、工業(yè)企業(yè)項(xiàng)目管理、研發(fā)項(xiàng)目管理、項(xiàng)目投資與決策

出版書(shū)籍：

《工業(yè)企業(yè)項(xiàng)目管理》，《研發(fā)項(xiàng)目管理》，《項(xiàng)目投資與決策》，《項(xiàng)目過(guò)程與管理技術(shù)》等

部分客戶(hù)：

康佳集團(tuán)、TCL集團(tuán)、美的集團(tuán)、深圳大亞灣核電站、深圳青年學(xué)院MBA班、深圳郵政局、深圳電信局研發(fā)中心、西北長(zhǎng)慶石油管理局、廣東移動(dòng)、深圳賽格集團(tuán)、深圳賽格日立公司、深圳三星電子有限公司、深圳特區(qū)發(fā)展集團(tuán)、中國(guó)銀行深圳支行、成都衡平信托投資公司、廣東鼎湖移動(dòng)通信培訓(xùn)公司、汕頭移動(dòng)通信公司等數(shù)百家企事業(yè)單位

Joh*****Wang is the quest-researcher of China Development Institute (CDI SHENZHEN) ,investment consulting agency ,a senior engineer and a project management professional-PMP , graduated from Northwest Polytechnic University (China) majoring in electrical engineering and stayed in energy department of Eindhoven Technical University (Holland) as a visiting-scholar from 1984-1986.  

After the academic career, His working experience involved in a wide range of industrial areas as aviation, automobile , electrical appliance , textile machinery and positioned in R&D, production, quality management , equipment maintenance ,investment and development strategy. He has acquired rich international project experience by doing projects with American, British, Japan, India, Turkey, Iran companies etc and gained comprehensive English competence by widely reading in philosophy, history , social literatures and scientific books. 

From 2000 to now, he has focused on system philosophy and science study and project management consulting and training , the enterprises he has served up to several hundreds. He has also being invited to give lectures in Qinghua university, Peaking University , Zhejiang university etc, specialized in project management.

課程內(nèi)容Course outline

1. Function management and Project management 

1.1 what is function management?

1.2 What is project management?

1.3 Project management in general

1.4 Projects in an industrial enterprise

Presentation:

My company and the projects in my company-3 presenters

Discussion:

Different companies and different Projects.

2. Typical projects in an industrial enterprise

2.1 R&D projects and three tiers by MIT

2.2 Product realization and order fulfillment projects

2.3 Engineering projects by sponsors and contractors

2.4 Continuous improvements projects

Presentation：

Briefing a new production line construction project-1 presenter

Briefing a contracted engineering project-2 presenters

Discussion:

In MTS, ATO, MTO, ETO production patterns, which one or combination suits your company.

3. Project definition and team building  

3.1 Project definition and project initiation documents -PID

3.2 Project team within a matrix organization 

3.3 One servant –two masters problem and counter measures.  

3.4 project base-line and negative feed-back control loop

Presentation: 

Defining a project I have done by the PID fr****-3 presenters

Discussion:

The PID frame and related 9 knowledge areas.

4. Scope definition and work breakdown structure

4.1 Scope definition and scope creeping

4.2 Product configuration and project scope

4.3 project work breakdown structure-WBS

4.4 Stage deliverables and Scope Verification  

Presentation:

Presenting a system configuration from a capital equipment project-1 presenter

Presenting a work breakdown structure from a R&D or engineering project -2 presenters

Discussion:

Progressively elaboration and WBS at different phases and levels. 

5. Time schedule and planning methods

5.1 Duration estimation and reliable principle

5.2 Activity sequencing and constraints

5.3 Critical path schedule and critical chain schedule

5.4 Fast tracking and delivery forecasting

Presentation: 

Presenting a time schedule and identify the critical path for a typical project you have done-3 presenters

Discussion:

Different Fast tracking methods you have practiced.

6. Resource requirements and allocation methods

6.1 Project resource requirement and planning  

6.2 Systematical resource allocation method

6.3 Responsibility resource allocation method

6.4 Generic resource allocation method

6.5 Specific resource allocation method

Presentation: 

Presenting a time schedule with resource allocations-3 presenters

Discussion: 

What is the significance of resource allocation and the weakness of PM theory. 

7. Project and Product Cost Control 

7.1 The problems of product cost control

7.2 estimating methods and project budgeting

7.3 product cost accounting and life cycle costs

7.4 Cost control for project and product

Presentation: 

Presenting a budget breakdown for a project-2 presenters

Presenting a cost breakdown for a product-2 presenters

Discussion:

What can be done to improve the cost control in different cases.

8. Project Quality planning and control

8.1 Product quality and quality in broad sense

8.2 Quality warranty, guarantee and assurance

8.3 Quality control and quality management

8.4 Quality planning and project quality gates

Presentation:

Identify the quality defects in the case study and analyze the reasons -4 presenters

Discussion: 

The difference of quality control methodology for redo processes and undo processes

9. Risk analysis and responding strategies

9.1 Event probability and Impact

9.2 Risk identification and grading matrix

9.2 Project risk management and Flow Diagram

9.4 Risk response strategies and contingency plan

Presentation:

Presenting four simple examples to illustrate the four responding strategies-4 presenters

Discussion:

Your example of the alternative strategy in responding an indentified risk event.

Course Closure

(1) The summery of project management flow chart

(2) Further questions and answers as well as discussions