項(xiàng)目管理沙盤課程簡(jiǎn)介

 
◎ 幫助學(xué)員從發(fā)揮項(xiàng)目最大的商業(yè)價(jià)值的角度評(píng)價(jià)項(xiàng)目；
Help students evaluate projects from the perspective of maximum
commercial value of the project
 

◎ 有能力確定各個(gè)階段的工作重點(diǎn)；
    Able to identify priorities at all stages
 
◎ 理解不能等待公司領(lǐng)導(dǎo)和業(yè)務(wù)部門來(lái)支持項(xiàng)目，而必須調(diào)動(dòng)組織內(nèi)部
 
各個(gè)利益相關(guān)方發(fā)揮應(yīng)有的作用；
 
 
    Understand that key point is not to wait for company leaders and business departments to support projects, but to mobilize each stakeholder within the organization to offer due diligence.
 
◎ 學(xué)會(huì)從利益相關(guān)方的角度開展項(xiàng)目工作；
    Learn to carry out project work from the perspective of stakeholders   
 
◎ 學(xué)習(xí)增強(qiáng)各個(gè)相關(guān)方的參與度的方法；
    Learn to increase the engagement of all relevant parties
   
 
 
課程涉及內(nèi)容(Content)：  
 
1. 項(xiàng)目管理與傳統(tǒng)管理的區(qū)別
                 The difference between project management and traditional management
                      
               2. 項(xiàng)目管理的知識(shí)體系
                  Project management knowledge System 
 
3. 項(xiàng)目失敗因素分析Why project failed? 
 
   ◆ 從單純的項(xiàng)目管理技巧到應(yīng)對(duì)項(xiàng)目外部環(huán)境變化
       From the simple project management skills to addressing external
       environment changes
 
   ◆ 定義對(duì)項(xiàng)目產(chǎn)生影響的利益相關(guān)方
       Define stakeholders who have impacts on the project
 
               4. 項(xiàng)目的商業(yè)價(jià)值和利益相關(guān)方對(duì)商業(yè)價(jià)值的影響
                 The commercial value of the project and the impact of the stakeholders
                 on the business value
 
   ◆ 為什么項(xiàng)目成功不等于讓大家滿意
                     Why project success does not mean satisfying everyone?
 
   ◆ 區(qū)分項(xiàng)目產(chǎn)出和商業(yè)價(jià)值
       Distinguish between project output and business value 
 
   ◆ 項(xiàng)目經(jīng)理對(duì)利益相關(guān)方的調(diào)動(dòng)作用
       The role of project manager in mobilizing stakeholders
 
 
5. 項(xiàng)目推進(jìn)六個(gè)階段的定義和挑戰(zhàn)
                  Full project life cycle definition and challenges of all six phases
 
■  預(yù)研一階段（調(diào)研） Phase I: Initial Investigation
 
   ◆ 比較各個(gè)小組的選擇對(duì)商業(yè)價(jià)值，預(yù)算，時(shí)間的影響
       Compare the effects of each group's choices on business value,
       budget, and time 
 
   ◆ 分析各個(gè)事件的處理方式對(duì)各個(gè)利益相關(guān)方的信心和參與度的影響
       Analyze the impact of various events on the confidence and engagement
       of stakeholders
 
■  預(yù)研二階段（可行分析和項(xiàng)目邊界） Phase II: Feasibility Analysis
 
   ◆ 尋找各個(gè)小組的項(xiàng)目短板因素
       Find short board factors in each group
 
   ◆ 對(duì)本階段的所有事件決定如何處理
       What are the arrangements for all events at this stage? 
 
   ◆ 分析總結(jié)各事件的處理對(duì)各個(gè)利益相關(guān)方的信心和發(fā)揮程度的影響
       Analyze and summarize the impact of various events on the confidence
       and effectiveness of each stakeholder
 
■  設(shè)計(jì)一階段（框架設(shè)計(jì)） Phase III: Summary framework design
 
   ◆ 處理規(guī)范性和靈活性的沖突
       Dealing with conflicts between standardization and flexibility
 
   ◆ 如何應(yīng)對(duì)來(lái)自組織的要求
       How do you respond to requests from organizations?
 
■  設(shè)計(jì)二階段（模塊設(shè)計(jì)） Phase IV: Module design or detailed design
 
   ◆ 新機(jī)會(huì)對(duì)項(xiàng)目邊界的影響
       The impact of new opportunities on project boundaries
 
   ◆ 項(xiàng)目成員的日常工作和項(xiàng)目工作的沖突
       Conflicts between project members' daily work and project work     
 
■  開發(fā)階段 （變成現(xiàn)實(shí)）Phase V: Prototyping or Development into reality 
 
   ◆ 組織和項(xiàng)目的兼容問題
       Organization and project compatibility issues
 
   ◆ 如何應(yīng)對(duì)工作量的大幅增加
       How to cope with a substantial increase in workload? 
 
■  實(shí)施階段（交付和推動(dòng)） Phase VI: Delivery and Closure
 
   ◆ 組織反映遲緩 Delayed issue response
 
   ◆領(lǐng)導(dǎo)如何看到價(jià)值  How leaders see project value
 
 
6. 案例分析Case Study
 
   ◆ 分析模擬結(jié)果并對(duì)各階段失敗事件進(jìn)行分析
       The simulation results and failure events at each stage are analyzed
 
   ◆ 各個(gè)階段的輸出和關(guān)鍵事項(xiàng)重新總結(jié)
       Outputs and key issues at each stage are reviewed
 
   ◆ 分析三類利益相關(guān)方在不同階段分別有什么需求
       Analysis of three kinds of stakeholders needs at different stages
       Including project steering team, project team and other outside stakeholders
 
   ◆ 針對(duì)各個(gè)階段的各個(gè)利益相關(guān)方進(jìn)行總結(jié)：項(xiàng)目經(jīng)理的應(yīng)對(duì)策略
       Summarize the stakeholders at all stages: project managers' coping strategies
 
   ◆ 如何讓時(shí)間和成本被有效的保證
       How can time and cost be effectively guaranteed?
 
 
課程時(shí)間：2天

    邊登峰，中華企管培訓(xùn)網(wǎng)特邀培訓(xùn)講師，美國(guó)項(xiàng)目管理協(xié)會(huì)PMP項(xiàng)目管理專業(yè)人士認(rèn)證，專職項(xiàng)目管理培訓(xùn)講師。上海交通大學(xué)碩士，一級(jí)建造師，15年研發(fā)及項(xiàng)目管理實(shí)踐經(jīng)驗(yàn)。邊老師在項(xiàng)目管理中引入PMBOK的理論知識(shí)體系并根據(jù)自己多年在外企項(xiàng)目管理的經(jīng)歷，融合理論和實(shí)踐。

授課風(fēng)格
    幽默、風(fēng)趣的授課風(fēng)格，通俗易懂的項(xiàng)目管理案例講解，所講內(nèi)容既有理論高度又能與實(shí)際相結(jié)合，使學(xué)員獲益良多。深入研究PMBOK 指南，緊隨PMI出題思路，掌握PMP考試最新動(dòng)向。幫助學(xué)員保持積極的學(xué)習(xí)情緒，提高學(xué)員備考PMP的心理素質(zhì)。極度認(rèn)真負(fù)責(zé)的作風(fēng)，深受學(xué)員的好評(píng)。在講解中，邊老師還能將中西方文化的價(jià)值觀與人文理念同項(xiàng)目管理體系相結(jié)合，讓學(xué)員學(xué)習(xí)項(xiàng)目管理知識(shí)的同時(shí)還能領(lǐng)略其背后的文化內(nèi)涵。