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Project Management

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專案管理

逢甲大學
營建及防災研究中心
楊朝仲 研究助理教授

專案管理 概論

何謂專案與專案管理
「專案」係指一個特殊而有一定限度(時間與預算)
的任務,或由一群聚相互關連性的工作所共同組合起
來的任務,而該任務是以獲得特殊結果或圓滿達成某
種成就為目標。
‧新產品研發
‧蓋房子
‧婚禮
『專案管理』乃是將管理知識、技術、工具、方法
綜合運用到任何一個專案行為上,使其能符合或超越
『專案利害關係者』需求與期許的一種專門科學。

專案特性

暫時性(temporary)
專案總有”開始”也有”結束”。當你決定要作什麼時,專案就開始,當你完
成了所承諾要交付的產品或服務時,專案就結束。所以專案絕非永無止境
的。如:大樓興建有其一定的完工期限。

獨特的產品、服務或結果
(unique products, services, or results)
獨特性是專案交付標的的重要特性之ㄧ。如:每棟大樓的設計或設施都可以
找出和其他大樓的不同處。

逐步精進規劃(progressive elaboration)
一開始,你有目標和計畫,但隨著專案開始逐步進行,你對專案的瞭解會
越來越多,並依據所獲得的資訊不斷地進行決策與修正,讓專案維持在正
軌上。

專案管理的發展趨勢(職場競爭力)

目前世界各先進國家的政府與民間企業不只是認知「專
案管理」對提昇工作效能進而增加競爭力的重要性,並多半
要求其中大型專案的主持人、經理、重要幕僚等必須接受
「專案管理」的專業訓練;
許多國家政府部門與國防、航太、電子及各種高科技產
業、研發機構甚至還要求唯有持有相關證書或執照者﹝如美
國「專案管理協會(PMI)」所認證的「專案管理師執照
(Project Management Professional, PMP)」﹞方具備擔任
「專案經理」的條件。
國內中鋼、台積電、日月光、104人力銀行、精誠資訊
等都使用PMP來考核管理階層的專案管理能力==考核標準

‧北京奧運是一個組織龐雜,動員龐大,
耗費鉅資興建的大工程,正是因為深化了
PMP專案管理手法才能順利推動。

•Taipei 101大樓為總金額240億的營造工
程,有95%是運用專案管理手法安排的。

專案管理的要點與精神
確認專案工作任務(Identify Tasks)
推估專案工作時間(Estimate Timescales)
專案工作任務分派(Allocate Responsibilities)
專案工作風險評估 (Assess Risks)

如期、如質、如預算

專案管理九大知識領域
1.整合管理
2.範疇管理
3.時間管理
4.成本管理
5.品質管理
6.人力資源管理
7.溝通管理
8.風險管理
9.採購管理

完成工作的程序
專案的目標與限制

軟管理
策略

專案管理
九大知識領域 介紹

專案管理九大知識領域
1.整合管理
2.範疇管理
3.時間管理
4.成本管理
5.品質管理
6.人力資源管理
7.溝通管理
8.風險管理
9.採購管理

完成工作的程序

整合管理-PDCA

Do

發展專案管理書

指導與管理專案執行

- 系統當下的狀態

目標(系統期望的狀態)

Plan

影響的產出
+

+

Action

採取的行動
+

整合變更控制

差距

+

監督與控制專案工作

Check

整合管理
出國~
假設你為一旅遊業職員,接獲一間大學想要委
辦教職員工國外旅遊的需求告知。

經驗
結束旅遊後,與合作廠商或活動委
託單位進行合約結束的確認,並撰
寫結案報告及整理經驗學習,最後
卸下專案經理的角色。

訂票
細節
1.指派
經過公司內部充分討論後,認為承攬
這次的旅遊雖然利潤較少但是將有助
於與此大學建立起長期的商業合作關
係,故確認其為值得做的專案。接著
發展專案核准書授權你成為專案經理
來執行這項專案。

2.電訪
你以電話訪談的方式來瞭解對方此次
教職員工國外旅遊更進一步的需求
(如:希望到氣候溫暖的國家)、假設
(如:可能參加的人數總額)與限制(如:
預算金額)等資訊,初步訂定專案工
作需要完成的事或交付物為何。

此計畫書需涵蓋此次旅
遊行程中所規劃每一件
事的細節描述及當問題
發生時要如何解決的相
關說明,如:天候不佳
時的因應方案、是否跟
當地旅行社合作以降低
成本、旅遊時雙方溝通
聯繫的方式、每個景點
的交通運輸工具與參觀
停留時間、相關保險的
處理、機票與飯店的確
認方式、服務品質的調
查設計等。

1.確認

遵循專案管理計畫
書,來執行訂票、
訂房、投保、交通
接送等工作。

回報當日活動執行的
所有狀況,如:當日
參觀的景點是否完成
之確認、活動時間的
掌握情形、團員的報
怨及建議、預算的支
用程度等。

2.巴士更換
有團員建議所乘座的
旅遊巴士座位太窄,
能否更換一輛座位較
大的旅遊巴士。你將
此建議與主管進行討
論後,發覺更換一輛
座位較大的巴士不但
不會使預算受到影
響,還能提升團員的
滿意度,因此決議核
準這項變更。

起始流程(Initiating Process)

定義與授權專案。整合管理中的起始流程涵蓋兩個程
序,即
1.發展專案核准書
選擇並確認出值得做的專案,接著得到贊助者正式的文
件化授權,即專案核准書。核准書將賦予你執行此次專
案工作的權利。
~情境簡例說明~
假設你為一旅遊業職員,接獲一間大學想要委辦教職
員工國外旅遊的需求告知。經過公司內部充分討論後,
認為承攬這次的旅遊雖然利潤較少但是將有助於與此大
學建立起長期的商業合作關係,故確認其為值得做的專
案。接著發展專案核准書告訴公司裡的每個人,為什麼
需要這個專案,以及公司老板或贊助者正式指派與授權
你成為專案經理來執行這項專案的訊息。

起始流程(Initiating Process)

2.發展初步範疇聲明
初步範疇聲明為初步訂定專案工作需要完成的事為
何。
~情境簡例說明~
你以電話訪談的方式來瞭解對方此次教職員工國
外旅遊更進一步的需求(如:希望到氣候溫暖的國
家)、假設(如:可能參加的人數總額)與限制(如:預算
金額)等資訊,藉由這些資訊初步訂定專案工作需要
完成的事或交付物為何,即發展初步範疇聲明書。

計畫流程(Planning Process)

定義與更新專案目標,同時規劃達成該目標所需採取的行動路徑以及
專案執行所需涵蓋的範疇。整合管理中計畫流程的主要程序為專案管理計
畫書的製作。
1.發展專案管理計畫書
是指設計一套能讓專案據以執行的計畫書(Project Plan),亦為後續專
案工作執行的依據及成效控制的基準(如:預算、進度安排、交付成果的型
態等)。專案管理計畫書是單一的文件,但是它可以依知識領域被分解成
許多的輔助計畫書,如: 範疇管理計畫書、時間管理計畫書、成本管理計
畫書、品質管理計畫書、人力資源管理計畫書、溝通管理計畫書、風險管
理計畫書與採購管理計畫書。
~情境簡例說明~
根據起始流程的資訊(專案核准書與初步範疇聲明書)來發展教職員工
國外旅遊的專案管理計畫書,此計畫書需涵蓋此次旅遊行程中所規劃每一
件事的細節描述及當問題發生時要如何解決的相關說明,如:天候不佳時
的因應方案、是否跟當地旅行社合作以降低成本、旅遊時雙方溝通聯繫的
方式、每個景點的交通運輸工具與參觀停留時間、相關保險的處理、機票
與飯店的確認方式、服務品質的調查設計等。

執行流程(Executing Process)

整合人員及其他資源,以落實專案管理計畫書之執行。整
合管理中執行流程的主要程序為指導與管理專案執行。
1. 指導與管理專案執行
隨著專案的開展,你的職責就是指導與管理專案裡每個活動與
步驟,並遵循專案管理計畫書來處理所有執行時遭遇的問
題。
~情境簡例說明~
遵循計劃流程的產出~專案管理計畫書,來執行訂票、訂
房、投保、交通接送等工作。

監督與控制流程
(Monitoring and
Controlling Process)
經常性衡量及監視專案進展,以辨識與專案管理計畫書所設定的基
準是否產生的差異,並針對差異採取必要的修正、變更、矯正等行動,使
其能順利達成專案目標。整合管理中的監督與控制流程涵蓋兩個程序,即
1.監督及控制專案工作
監督及控制專案工作的目的就是當專案團隊在執行計畫時,必需隨時監督
任何可能會發生的問題,並在找到問題後,提出相關的問題解決之因應行
動方案。
~情境簡例說明~
要求帶團的領隊在每天旅遊活動行程結束後,向你電話回報當日活動
執行的所有狀況,如:當日參觀的景點是否完成之確認、活動時間的掌握
情形、團員的報怨及建議、預算的支用程度等,藉由這些回報的資訊與專
案計畫所定的範疇、時程、品質及成本等基準進行比較,來衡量是否要提
出必要的改進措施,以確保接下來的旅遊活動行程,能在進度不落後、預
算不超支、及範疇合理掌控的原則下完成。

監督與控制流程
(Monitoring and
Controlling Process)
2.整合變更控制
針對”監督及控制專案工作” 程序所建議的相關問題解決
之因應行動方案進行審查,審查核準的原則是”只進行對專案
有益的變更或行動”。 核準的因應行動會再進入到”指導與管
理專案執行”這個程序進行實際的執行。
~情境簡例說明~
在回報的資訊中,有團員建議所乘座的旅遊巴士座位太
窄,能否更換一輛座位較大的旅遊巴士。你將此建議與主管
進行討論後,發覺更換一輛座位較大的巴士不但不會使預算
受到影響,還能提升團員的滿意度,因此決議核準這項變
更。

結案流程(Closing Process)

正式接收專案的產品、服務或結果,並依序結束所有的
作業。整合管理中結案流程的主要程序為結束專案。
1. 結束專案
就是專案最後的收尾動作,包括行政結束與合約結束。
~情境簡例說明~
結束旅遊後,與合作廠商或活動委託單位進行合約結束
的確認,並撰寫結案報告及整理經驗學習,最後卸下專案經
理的角色。

專案管理九大知識領域
1.整合管理
2.範疇管理
3.時間管理
4.成本管理
5.品質管理
6.人力資源管理
7.溝通管理
8.風險管理
9.採購管理

專案的目標與限制

工作分解結構(WBS)

責任分派矩陣
工作分解
1.住宿飯店

專案團隊成員
員工1

員工2

其他關係人

員工3

主管

A

1-1飯店早餐確認

C

1-2房間預約

R

1-3飯店服務確認

C

2.行程交通工具
2-1來回飛機票訂定

I

A
C

R

2-2預訂接送巴士

R

3.參觀景點

A

3-1景點門票訂購

C

3-2景點紀念品準備

R

3-3景點餐飲預定

廠商

C

代號說明: 負責=R、總負責=A、諮詢=C、告知=I (互動類型)

C

時間管理(活動時程發展~甘特圖)

專案資金需求預算表
活動項目

W

W+1

W+2

W+3

W+4

+5W

W+6

W+7

W+8

W+9

N1

N2
N4

N3
N5

N6

N14

N15

附 註

1.住宿飯店
1-1飯店早餐確認
1-2房間預約

N7

N8

N9
N10

N11

N12

活動成本:Nx

N13

1-3飯店服務確認
2.行程交通工具
2-1來回飛機票訂定

N16

N17

N18

N19
N20

2-2預訂接送巴士

N21
N26

N22
N27

N23
N24

N25

N28
N29

N30

N33

N34

N31

3.參觀景點
3-1景點門票訂購

N32

3-2景點紀念品準備

N35

N36

3-3景點餐飲預定

N37

M38

4. 旅遊平安保險金

C1

C2

應變風險準備

5.管理風險準備金




M1
T1

N39

T2

T3

T4

T5

T6

T7

M2
T8

T9

T10

管理風險準備

專案成本基準圖示
美元
30 K
25 K

20 K

15 K

10 K
5K

W

W+1

W+2

W+3

W+4

W+5

W+6

W+7

W+8

W+9

週別

員工海外旅遊專案品質衡量指標

活動項目
1.住宿飯店

品質衡量指標項目



1-1飯店早餐確認

□ 餐具衛生 □ 餐飲品質

1-2房間預約

□ 安全性

1-3飯店服務確認

□ 櫃檯服務品質 □飯店便利設施 □ 旅遊景點指南

□ 床舖配置 □衛生設備

□ 視訊設備

2.行程交通工具
2-1來回飛機票訂定

□ 訂位服務態度

□ 機內服務品質

2-2預訂接送巴士

□ 車輛安全性

□ 車位舒適度

3-1景點門票訂購

□ 購票服務態度

□ 導覽資料內容 □ 導遊服務態度

3-2景點紀念品準備

□ 產品內容介紹

□ 銷售服務態度

3-3景點餐飲預定

□ 餐具衛生

□ 餐飲品質

□ 司機服務態度

3.參觀景點



目標與限制控制
關鍵字整理表(範疇、時間、成本與品質管理)
針對差距採取的行動

現況

目標與限制~對應的
基準

時程狀態與進展

時程基準(甘特圖)

現有人力加班、加入
新進人力趕工

成本狀態

成本基準(S曲線)

節省開支

品質標準奉行的
狀況

品質基準(品質標準
值)

重做、瑕疵修復

交付成果的完成
狀態

範疇基準(WBS)

變更產品設計

專案管理九大知識領域
1.整合管理
2.範疇管理
3.時間管理
4.成本管理
5.品質管理
6.人力資源管理
7.溝通管理
8.風險管理
9.採購管理

軟管理

專案管理的關鍵~軟管理
專案人力資源管理的目的
在有效管理專案計畫團隊成員
專案溝通管理的目的
在有效管理計畫利害關係者
(如:業主、贊助商、老板、顧客等)

專案管理的關鍵~軟管理
專案的成敗關鍵在於專案經理的
"專案管理能力"
專案經理有90%的時間都在處理
“溝通協調與人力資源"的管理問題

了解自己與部屬的需求(馬斯洛理論)
瞭解人性需求 有效激勵員工
階段5
自我實現的需求
階段4
自我尊重的需求
階段3
社會性的需求
階段2
安全性的需求
階段1
生理性的需求

指實現自己的想法,發揮個人潛能的需求
管理的重點:給予員工機會,讓其想法和技能得
以發揮
例如:舉辦教育訓練、實行目標管理、協助員工
生涯規劃與發展等.
指受到他人肯定與尊敬、獲得認同與賞識的需求
管理的重點:認同與彰顯員工的成就
例如:考核和獎勵制度的訂定、提供良好的升遷
管道等.
指對友誼、感情、歸屬感的需求
管理的重點:提升公司員工彼此的人際關係
例如:舉辦慶生會、公司旅遊、發行內部刋物等.

指追尋安全的環境、穩定的生活等需求
管理的重點:提升工作上的保障
例如:建立安全、衛生的工作環境、訂定良好的
保險、退休制度等.
指進食、保暖等生存所需的基本需求
管理的重點:提供適當的勞動條件和福利設施
例如:提供公司宿舍、設置員工餐廳等.

專案管理九大知識領域
1.整合管理
2.範疇管理
3.時間管理
4.成本管理
5.品質管理
6.人力資源管理
7.溝通管理
8.風險管理
9.採購管理

策略

風險管理
風險管理又名危機管理,包括對風險的
定義、測量、評估和發展因應風險的策
略。目的在於避免風險或將風險造成的
成本及損失極小化。
風險管理一般包含三個主要的步驟即風
險辦識、風險分析與風險回應規劃。

風險回應規劃
‧舉例來說,如員工國外旅遊,若其中有一個行程景點的到達
必須通過一段非常崎嶇的山路,由於旅遊當天下大雨,為了避
免搭乘的車輛出現在山路拋錨或打滑的問題,因此決定取消此
景點的參觀而以其它方案替代,這即為"避免風險"的作法。
‧若採行的作法只是在其中一段路程搭乘接送巴士,山路的部
份則另行租乘登山車,藉此分散接送巴士在山路拋錨或打滑的
風險,此即為"減低風險"。
‧另外,你也可以直接"承擔風險",照樣於下雨天搭乘接送
巴士前往行程景點,但要作好準備,爬山時可能會出現問題。
‧倘若選擇不搭乘接送巴士,改以坐纜車的方式到達,即為"
轉移風險"。

分組團隊實作練習

專案名稱: □□□□

系名




組員姓名學號:

工作分解結構(WBS)

□□□□整合管理

1.發展專案核準書
(得到贊助者授權)

2.發展初步範疇聲明
(初步訂定需要完成的
事為何)

1.發展專案管理書
(規劃你的專案)

1.指導與管理專案執行
(有效率的完成)

1.結案作業

1.監督與控制專案工作
(尋找專案的問題)

2.整合變更控制
(只進行對專案有利的變更)

投影片參考書籍
《就業力與系統思考》
楊朝仲、文柏、 林秋松、董綺安、劉馨隆 ,“就業力與系統思考”,
書泉圖書出版社,2009.8.

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