Topic 6 : Project Management 第六讲： 项目管理

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1 Topic 6 : Project Management 第六讲： 项目管理
More Than Just MS project 不只是微软项目 Paul Gandel Syracuse University Singapore Management University

2 Goals 目标 Provide an overview of Project Management
Become familiar with key project deliverables Practice developing a project schedule Practice developing a risk analysis and plan 概述项目管理 熟悉主要的项目交付物 练习制订项目进度表 练习制订风险分析及计划 TODAY’S GOALS : Provide an overview of Project Management. Become familiar with key project deliverables. Practice developing a project schedule. Practice developing a milestone chart. Practice developing a communication plan. Practice developing a risk analysis and plan.

3 Reference Material 参考资料
Project Management Institute Background on organization PMBOK Excellent resource Project Management Body of Knowledge 专案管理学会 组织背景 PMBOK 优质资源 项目管理知识体系 指南 Excellent reference material on the Project Management Institute (PMI) website. PMI is: Internationally recognized Authority in project management They are standardizing project management practices: Their PMBOK (Project Management Body of Knowledge) focuses on: Good Practices What works for most projects. Good starting point Has certification process for project managers – PMP (Project Management Professional)

4 Project Definition 项目的定义
Defined beginning and end One time effort Produces an identifiable, measurable, unique product, service, result Project team works together for length of project 设定起始及终结 一次性的工作 产出一项可识别、可量 度、独一无二的产品、 服务或结果 项目进行阶段，全组并 坚作战。 Projects: Temporary effort: Something with a definite beginning AND end. Does not mean short – projects can be long, involved efforts. Does not mean temporary benefits - projects can have lasting effects (e.g. Installed new financials system that was used for 10 years) One time effort: Does not go on indefinitely Data maintenance is not a project (Ex. new insurance rates, new tax tables) Produces an identifiable, measurable, unique product, service, result. Unique – something that hasn’t been produced before Final outcome is an actual deliverable(s) Product example: New Library Cataloging System, Development of the polio vaccine Service example: Evaluate vendor software and pick a solution Results example: Scientific research – Investigation on disappearance of the Mayan Civilization Project team works together for length of project and disbands when the product is delivered. Operations efforts are NOT projects: Operations create the same product, service, result repeatedly. No defined ending. The team remains with the operation. Examples of Ongoing efforts (operations): Updating the card catalog file in a Library system. Filling an order for 5000 Honda Accord autos.

5 Project Triggers 项目触发因素
Market driven needs 市场需要 Organizational needs 组织需要 Customer needs 顾客需要 Technological advances 科技进展 Legal requirements 法律要求 What triggers the start of a project: Market Driven Needs Hybrid cars High Definition TV Organizational Needs Setting up a Project Management Office Customer Needs ID Card Project: New faculty starting in Sept Needed electronic access to Library for class research BEFORE their official start date. Technological Advances Fiber optics triggered projects for advanced medical tools, high speed internet, telephone circuitry, etc. Legal Requirements SEVIS - Reporting of international students attending higher ed institutions Sarbanes-Oxley Production of unleaded gas

6 Benefits of Project Management 项目管理的好处
Improves ability to deliver project on-time, on-budget Provides a methodology to follow Ensures common understanding of project needs & deliverables Improves productivity Ensures communication of project and product needs Improves quality Manages risk 提升准时而不失预算地 交付项目结果的能力 提供一个可遵循的方法 确保对项目的需求及交 付物有所共识 提高生产力 确保对项目及产品的需 要有足够的沟通 提升质量 管理风险 Improves ability to deliver project on-time, on-budget Planning activities up front Sets expectations early Provides a methodology to follow Provides consistent, repeatable process Provides standardized templates Processes establishes accountability Ensures common understanding of project needs & deliverables Establishes roles & responsibilities for all participants People know what to expect Improves productivity Provides realistic picture of the project and resources committed. Ensures communication of project and product needs Templates and processes set up to force good, frequent communication Improves quality Manages risk

7 Project Management 101 项目管理101 It’s All About Chunks! 一切皆为庞大工程
Big Chunks 大块头 Little Chunks 小块头 There has never been a task that could not be done as long as it could be broken down into small enough pieces! 只要能化整为零、 化繁为简，工作便无难事了！

8 Project Management 101 Eight Key Questions
Why is this chunk necessary? What measurable performance do we want from this chunk? What skills and attitudes will the person doing this chunk need? Who is going to do this chunk? What tasks need to be done to complete this chunk? Where is this chunk going to be done? How long will it take to do this chunk and when does it need to be finished? How much is this chunk going to cost? 为何必须进行此项目？ 欲从这项目中取得何种可 量度的成绩？ 参与该项目的人员需具备 何种技能和态度？ 谁将参与该项目？ 要完成此项目有何工作必 需要做？ 此项目在哪里进行？ 完成项目需多久？何时必 需完成？ 项目成本多少？

9 Who Works on a Project? 谁做项目的工作？

10 Project Manager Responsibilities 项目经理的责任
Ultimate responsibility for project results Identify and manage stakeholder expectations Select and motivate team members Manage project scope Manage the schedule and work efforts Report project progress Anticipate and manage risks Manage costs Follow standard project management methodology 为项目结果负最后责任 确定及管理相关利益者的期望 挑选及激发组员 管理项目范围 管理进度 报告项目进展 预测及管理风险 管理成本 遵循标准项目管理的方法 ULTIMATE RESPONSIBILITY FOR PROJECT RESULTS Be able to get the right people involved with the skills you need in the time that you need them. Identify and manage stakeholder expectations Select and motivate team members Getting the right people involved. Manage project scope Produce what is expected, nothing more, nothing less. Manage the schedule and work efforts Create a schedule Monitor schedule and work Ensure that there are no roadblocks to scheduled work Report project progress Involves managing communications Regular reporting Anticipate and manage risks Manage costs Follow standard project management methodology

11 Other People Involved (Stakeholders) 其他相关人员(相关利益者)
Sponsor responsibilities Customer, end-user responsibilities External customer responsibilities Project Team responsibilities 赞助人的责任 顾客，最终享用者 的责任 外部顾客的责任 项目小组的责任 Who are Stakeholders: People or organizations Affected by results of project Participate in the project in some way May determine project deliverables and/or outcomes Determine whether a project is successful or not Sponsor responsibilities Ultimate responsibility for project Controls purse strings and resources (people) Appoints project manager Oversees project, project manager, progress, and product Customer, end user responsibilities Provide product requirements Review project output to make sure they meet the product requirements External customer responsibilities – Contractors, Vendors, Government Agencies, Media Provide expertise when you don’t have it in-house Provide software and/or hardware Ex. Govt Agencies: Environmental compliance, federal compliance (financial aid), etc. Ex. Media – Can play role in getting public funds for a project – Renovation of Clinton Square Project Team responsibilities Complete the project work – These are the people who actually DO the work Developers FBA’s Subject Matter Experts Engineers Contractors Responsible for design and implementation of project Report activity status to project manager Act as a Subject Matter Expert (Most knowledgeable in their area)

12 Managing within Constraints 在限制下作管理
Einstein discovers that time is actually money 爱因斯坦发时间实际上就是金钱 Scope 范围 Quality 质量 Cost 成本 Time 時間

13 Project Management Knowledge Areas 项目管理知识范围
Quality 质量 Scope 范围 Communications 沟通 Time 时间 Cost 成本 Risk 风险 Human Resources 人力资源 Procurement 采购 Project Management Knowledge Areas (as defined by PMI) Each of the PM processes are linked to a knowledge area Each Knowledge Area has deliverables associated with it. Integration Project Umbrella: Coordinating all aspects of project for SUCCESS! Manage competing needs (Ex. Add an extra feature vs. finish project on-time.) Manage expectations Understand the interrelationships of the project Scope Work needed to determine what is within the project and what is not. Process to approve scope changes. Communications Ensure that the right people receive the right information at the right time. Who? What? When? Where? How? Many types of communication for needs of different audiences. Time Processes needed to deliver the product on time. Identify the work, put the activities in order, assign people, estimate work/duration, create a schedule, and manage to the schedule. Cost Processes needed to develop costs, create a budget, and deliver the project within budget. Contingency costs Control changes to the budget.

14 Key Project Deliverables 主要项目交付物
Project Charter 项目章程 Scope Statement 范围陈述 Change Control 转变控制 Project Schedule 项目进度表 Status Report 状况报告 Communication Plan 沟通计划 Risk Analysis & Plan 风险分析及计划 There are many documents that are used to manage projects. However, these are some key documents that will help you get started. Project Charter Scope Statement Change Control Project Schedule Status Report Communication Plan Risk Analysis & Plan

15 1 – Project Charter 项目章程 Purpose: Formally recognizes project
Usually the first document created Identifies: Project purpose Project importance Project Sponsor Project Manager Authorizes Project Manager to use resources (money and people) Signed by executive empowered to commit money and people 目的 正式确认项目 通常为第一份制定的文件 需确定的因素: 项目目的 项目重要性 项目赞助人 项目经理 授权项目经理使用资源(资金 及人力) 获授权使用财政及人力资源 的行政人员签署 Project Charter - Project has already been prioritized A project charter Purpose: Formally recognizes project: Communication tool. Written at a high level so that non-technical people understand the project & its purpose. Usually a one page document. Usually the first document created in a project. Identifies: Purpose Importance - Why the project needs to be done. Sponsor Project Manager Authorizes Project Manager to use resources (money and people) Heads up to executives that Project Manager will be looking for resources for an approved, legitimate project. Signed by executive empowered to commit money and people Audience: Executives across company (if larger project) Executives in functional area doing the work People who will be providing resources and support

16 2 – Scope Statement 范围陈述 目的: 确定项目工作并就此沟 通 需确定的因素: 项目界限 需求 对其他方面的影响
Purpose: Identify and communicate project work to be done Identifies: Project boundaries Requirements Impact on other applications Assumptions, Constraints, Risks Key Milestones Roles and Responsibilities Overall Costs 目的: 确定项目工作并就此沟 通 需确定的因素: 项目界限 需求 对其他方面的影响 假设、界限、风险 重要里程碑 角色及责任 整体成本 Significant amount of work in developing a scope statement Time well spent – (“Pay me now or pay me later”) Contains the detail of the project Purpose – Communicate work to be done Identifies: Project boundaries Work that will be done Work that will not be done Requirements More detailed description of what project will do to meet objectives Impact on other applications Identifies applications, systems, business processes, interfaces, facilities that are affected or need changes as a result of this project. Can also identify areas that will not be affected Assumptions, Constraints, Risks Assumptions Factors thought to be true. Used for planning purposes. Constraints Factors that limit projects options Risks Uncertain event that, if it happens, will have a positive or negative effect on project’s objectives. Risks can be positive. Ex: New technology that can reduce project time. Key Milestones Important dates to the project. Examples: Phase I completion date, Fiscal Year start date Roles and Responsibilities Identifies people who will be involved in project Documents their role, responsibilities, & expected time commitment Critical to set expectations up front – avoids misunderstandings Overall Costs Scope Statement is a living document: Should have a change control procedure, set up at the beginning of the project Scope CAN change in a project. (Scope statement is a living document) Change control process can ensure that scope changes are well thought out.

17 3 – Change Control 转变之控制 Purpose:
Ensure changes are managed and beneficial to project Identifies: Process for identifying and evaluating project changes Factors that must be evaluated to determine effect of change on time, cost, scope, quality Stakeholders who must approve project changes Process for implementing approved changes 目的: 确保转变在控制之下并对项目带来益处 需确定的因素: 确立及评估项目转变的程序 决定时间、成本、范围及质量转变带来的效果之因素 批核项目转变的相关利益者 实施已批核之转变的程序 Purpose - Ensure changes are managed and beneficial to project Changes that are not controlled: Called Scope Creep Can seriously affect delivery time/cost/quality of the project Identifies: Process for identifying and evaluating project changes Anticipate factors that could cause scope creep (Functional areas sneak in changes outside scope of project) Recognize that change may be needed or has been asked for Factors that must be evaluated to determine effect of change on time, cost, scope, quality Determine how big is the change – How much will be affected? What are the possible alternatives? What is the best course of action? Does any corrective action need to be taken? Stakeholders who must approve project changes Document the people who will review the change request and ultimately sign off on it or kill the request. Process for implementing approved changes Project documents must be amended. Ex: Usually the project schedule needs revision Monitor work for the approved changes

18 4 – Project Schedule 项目时间表
Purpose: Identify, sequence, and control the activities and resources needed for project Identifies: Project activities Order of activities People assigned to activities Time estimates for each activity Labor costs 目的: 确定及順序列出项目所 需的活动及资源並加以 控制 需确定的因素: 项目活动 活动次序 分派员工参与活动 每项活动的时间估计 劳工成本 Purpose – Identify, sequence, and control the activities and resources needed for project Many steps to setting up a schedule Must Identify: Project tasks Breakdown the work until you have smaller tasks that can be easily defined, estimated, and tracked. Order of Tasks Put tasks in order Ensures you haven’t missed anything Set up dependencies (tasks that must be completed before another task starts) People assigned to tasks Determine skill levels needed Identify people available for each task Time estimates for each task – Usually done in hours Estimate the amount of work to complete each task Determine how long it will take to complete the work for each task (Duration) Ex: Start on Monday, task has 10 hours of work, task actually completed on Friday. (40 hours duration) Labor costs Based on the rate of the resources identified and the number of hours estimated, this can give you a baseline for labor costs. Discussion of Critical Path?

19 5 – Status Report 状况报告 Purpose:
Provide information about project and/or individual progress to project manager and/or stakeholders Identifies: Activities completed Activities started Activities planned for next period Activities late or overdue Issues or concerns 目的: 向项目经理和/或相关利益 者提供有关项目和/或个别 活动进程的信息 需确定的因素: 已完成的活动 已开始的活动 已计划在下一阶段进行的 活动 延迟或过期的活动 问题或关注 Purpose – Provide information about project and/or individual progress to project manager and/or stakeholders Used for individual team members to provide status of their work activities. Weekly report. Detailed status information Allows project manager to determine if project is on track. Allows team members to notify project manager of issues or concerns. Used by project manager to provide status of the project to stakeholders (sponsor and/or other stakeholders) Usually a monthly report unless sponsor wishes more frequent Higher level of detail than the individual team member status report Keeps sponsor up-to-date on progress Provides early warning if project is off track Identifies: Activities completed during report period Activities started Activities planned for next period Forces team member to think/plan activities that need to be started next Activities late or overdue Issues or concerns Allows team member to alert Project Manager of issues/concerns uncovered. Should be used as early warning. Allows Project Manager to make changes before issues are critical

20 6 – Communication Plan 沟通计划
Purpose: Links people with the information they need Identifies: Groups who should receive information Purpose of each communication Information needed by each group How often information is provided Type of communication 目的: 给予组员相关信息 需确定的因素: 需要接收信息的团队 每次沟通的目的 每组需要的讯息 信息提供有多频密 沟通形式 Purpose – Plan to link people with the information they need This plan is created at the beginning of the project to ensure good communication throughout. Identifies: Groups who should receive information (Each group has different needs for info. Give them info that means something to them.) Sponsor Project team Key Stakeholders University-wide Students, Faculty, and/or Staff External Audiences Purpose of each communication - Why are you sending each communication? Examples: Notify change in project scope Weekly update of status, Notify of implementation Costing implications Obtain buy-in Etc. Information needed by each group – Determine what information needs to be sent: Status reports Project schedule Project kickoff Team meeting minutes Steering Committee Meetings How often information is provided – When do they need the information? Weekly for some groups Monthly for higher level people Quarterly milestones Sometimes daily communications are required. Ex: During time critical periods. Type of communication – How will you send the information? Written report Presentation Meeting Committee meetings (Ex. HRSA Core) Hotnews

21 7 – Risk Analysis & Plan 风险分析及计划
Purpose: To identify risks, analyze their effect, and determine appropriate actions Identifies: Risk events Probability that risk will occur Impact if risk occurs Preventative actions Contingency plan 目的: 确定各种风险，分析其效 果，制定适当的措施 需确定的因素: 各种风险事件 风险会发生的可能性 如风险发生会产生的效果 预防措施 应变计划 Purpose: To identify risks, analyze their effect, and determine appropriate actions Timing: This is done during the planning phase of a project. Identifies: Risk events - An uncertain event or condition that, if it occurs, has a positive or negative effect on a project’s objectives. Project team attempts to identify known risks. Probability that risk will occur Potential that the risk will actually occur. Can rate as High, Medium, Low. Impact if risk occurs Effect risk will have on project if it does occur. Can rate as High, Medium, Low Preventative actions - Actions that can be taken to avoid the risk such as: Avoidance (Changing project so risk can’t happen) Transference (Ex. Outsourcing a piece of project to vendor with experience) Mitigation (Ex. Cross-train team so an extended absence won’t hurt project timeline.) Acceptance (Accept the risk because the impact is low or the probability is small.) Contingency plan Steps that will be taken if the risk actually occurs to help reduce the impact of the risk.

22 Risk Analysis and Plan Review 风险分析及计划检讨
Purpose Identify risks (events that, if they occur, can have either a negative or a positive effect on the project). Contingency plans are developed for the known risks. Ensures common understanding of the risks and their contingency plans. Timing During Planning Process Group Team must understand project scope to create a meaningful analysis and plan. Audience Sponsor Project team Key Stakeholders 目的 确定各种风险(该事件若发 生，可对项目产生负或正面 效果) 为已知风险制定应变计划 确保对风险及其应变计划有 所共识 时间 程序计划小组内 小组必需明白项目范围，以 作出有意义的分析及计划 听众 赞助人 项目小组 主要的利益相关者 Review of Risk Analysis and Plan This is one area that gets missed a lot –OR- If it is done, it is never looked at again! Purpose Identify risks (events that, if they occur, can have either a negative or a positive effect on the project). Contingency plans are developed for the known risks. Ensures common understanding of the risks and their contingency plans. Timing During Planning Process Group Team must understand project scope to create a meaningful analysis and plan. Audience Sponsor Project team Key Stakeholders

23 Developing the Project Schedule 编制项目进度表
Step 1 – Develop a WBS (Work Breakdown Structure) Step 2 – Define the activities Step 3 – Develop a milestone list Step 4 – Put the activities in order Step 5 – Estimate duration and work Step 6 – Assign people to activities 步骤一 ：编制工作分解结构 步骤二 ：設定各项活动 步骤三 ：列出项目里程碑 步骤四 ：将各项活动排序 步骤五 ：估计历时及工作 步骤六 ： 分派人手予各项工作 DEVELOPING THE PROJECT SCHEDULE One of the most important tasks of project management Forces team to think through all aspects of project work Several steps - We will talk through each step In some cases, we will do some exercises to reinforce these steps. Steps to Developing the Project Schedule: Step 1 – Develop a WBS (Work Breakdown Structure) Step 2 – Define the activities Step 3 – Develop a milestone list Step 4 – Put the activities in order Step 5 – Estimate duration and work Step 6 – Assign people to activities

24 Beginning the Process 程序开始

25 Project Schedule 项目进度表
Step 1 – Develop a Work Breakdown Structure 步骤一 ：编制工作分解结构 Divides work into smaller tasks that can be defined, estimated, and tracked Decompose tasks until each has known qualities: Each task has a deliverable Can be assigned to a person Start and end dates can be identified Duration is reasonable (two weeks or less) Work not defined in WBS is outside project scope 细分工作成明确、可估计及可 跟进的任务 分解各任务直至其特质可明确 了解 所有任务均有一交付物 可分派给某人员 起始及结束日可订明 持续时间合理 ( ≤ 2星期) 没有設定在工作分解结构内的 工作均不属项目范围 WBS is created after the scope statement is finished. (Scope Statement is input to WBS) Divides work into smaller tasks that can be defined, estimated, and tracked Decompose tasks until each has known qualities: Each task has a deliverable Can be assigned to a person Start and end dates can be identified Duration is reasonable (two weeks or less) Work not defined in WBS is outside project scope Class Activity Distribute and review an example of a Work Breakdown Structure In teams, create a Work Breakdown Structure for the Vacation project Equipment: Flip chart paper 3” x 3” yellow sticky paper Markers

26 Step 2 – Define the Activities 步骤二 ：确定各项活动
Project Schedule 项目进度表 Step 2 – Define the Activities 步骤二 ：确定各项活动 Use WBS to create a complete list of activities for the project These activities will be added to the MS Project schedule Describe the work required for each activity. Include related information: Predecessors Resource requirements Date requirements Constraints and assumptions 运用工作分解结构编制一完 整的项目活动清单 这些活动会列入微软项目进 度表 描述各项活动所需的工作， 包括相关的信息 前置任务 资源要求 日期要求 约束条件及假设条件 Use WBS to create a complete list of activities for the project You may have to further break down WBS boxes into activities These tasks will be added to the MS Project schedule. You will need to be able to identify: Resource responsible Work Estimate Start & End dates Deliverable produced by the task Describe the work required for each task Include related information: Predecessors Resource requirements Date requirements Constraints and assumptions Class Activity Distribute and talk through a completed Activity List for the Vacation project

27 Step 3 – Develop a Milestone List 步骤三 ：列出项目里程碑
Project Schedule 项目进度表 Step 3 – Develop a Milestone List 步骤三 ：列出项目里程碑 Identifies all milestones in the project Good communication tool at executive level Milestone Examples: Make-or-Buy decision Approval by upper management End of a project phase Equipment delivery date Each milestone is placed in the project schedule 列出所有项目里程碑 行政人员的良好沟通工具 里程碑实例: 外购或自制决策 上级批核 项目某阶段的终结点 设备交付日期 所有里程碑均显示在项目进 度表上 According to PMI, a milestone is “a significant point or event in the project”. Identifies all milestones Good communication tool for Executives in an executive overview meeting Milestone Examples: Make-or-Buy decision date Date for approval by upper management End of a project phase Equipment delivery date Each milestone is placed in the project schedule Usually given a duration of 0. Sometimes used when waiting for something outside the control of the project Two types of milestones: Mandatory milestones – required by a contract, legal compliance requirements Optional milestones – based on project requirements or historical information Class Activity: Set up a milestone list for the Vacation project

28 Step 4 – Put the Activities in Order 步骤四：将各项活动排序
Project Schedule 项目进度表 Step 4 – Put the Activities in Order 步骤四：将各项活动排序 Determine logical relationships between activities What activities must wait until an earlier task is completed? What activities can start at the same time? What activities must finish at the same time? Lag time needed? 推定各项活动间的逻辑关系 哪些活动必须等到前一项 完成后才开始？ 哪些活动可同时开始？ 哪些活动必须同时完成？ 是否需要相隔时间？ Determine logical relationships between activities What activities must wait until an earlier task is completed? Write program specifications before coding begins. What activities can start at the same time? Order hardware and set up floor space for the new hardware. What activities must finish at the same time? System testing and user training finish at the same time, prior to system go-live. Lag time needed? Laying a concrete foundation has a 10-day curing period before building the rest of the house Class Activity Provide class with an activity list for the Vacation project. Class must put the activities in order by indicating the predecessor for each task.

29 Step 5 – Estimate Duration and Work 步骤五：估计历时及工作
Project Schedule 项目进度表 Step 5 – Estimate Duration and Work 步骤五：估计历时及工作 Determine resources needed for each activity Estimate the duration and work for each activity Document assumptions made while estimating duration and work 决定各活动所需资源 估计各活动的历时及 工作 估计历时及工作的同 时为项目假设前提建 檔 Determine resources needed for each activity People – Skill levels How many do you need? When will they be needed and when will they be available? Equipment/Material Types of equipment and how much? When will it be needed? Estimate the duration and work for each activity Duration is the amount of time (calendar time) from start to finish Work is the actual number of hours that you spend on the specific task When developing estimates, be sure to get knowledgeable people involved in estimating Document assumptions made while estimating Assumptions are what we believe to be true. If we document them and we find out they aren’t true, then we have a basis upon which to re-estimate Class Activity Using sequenced activity list, develop duration and work for each activity in the Vacation project

30 Be Honest in Your Assumptions! 忠于事实的假设

31 Step 6 – Assign People to Activities 分派人手予各项工作
Project Schedule 项目进度表 Step 6 – Assign People to Activities 分派人手予各项工作 Final step in creating the project schedule Review documents created: Milestone List Activity List Duration estimates Dependencies Resource needs Create project schedule Assign people to activities Ensure people are not overloaded 创立项目进度表的最后步骤 复阅建立的文件： 里程碑列表 活动清单 历时估计 相依项目 资源需要 建立项目进度表 分派人手予各项活动 确保组员不会工作负荷 过量 Final step in creating project schedule Review documents created: Milestone List Activity List Duration estimates Dependencies Resource needs Create project schedule – MS Project is popular scheduling tool Assign people to activities Ensure people are not overloaded Don’t forget to allow time for administrative tasks & vacations The key fields are: % complete (filled in as work is completed) Task name Duration Start & End Dates Predecessors (Dependencies) Resource Names Class Activity Provide class with a completed project schedule for the Vacation project Discuss the key fields listed above

32 Finally…remember that successful projects require: 最后……谨记项目成功需要：
Setting measurable performance standards as well as time and cost estimates for each “chunk” of the project is critical. Constantly monitor progress! 为项目的每一重要部 分设定可量度的绩效 标准以及时间和成本 的估计 固定地监管进度！

33 How to Support Your Project Manager 如何支持你的项目经理
Be actively involved in the project Set clear expectations Provide support (time, money, morale, etc.) Support the project management process 积极地参与项目 表达确切的期望 给予支持（时间、金钱、 士气等方面） 支持项目管理程序

34 Class Exercise　小组研习 Developing an plan to implement a digital repository….. 设定一个实施数位典藏的计划……