PMP培訓│規劃專案│時程、成本、採購(流程架構)│長宏_中198屆│家源教練_251018

Project Scope and Management Overview

Introduction to Project Scope

• The discussion begins with a recap of the previous session, focusing on project scope and planning.

• A video recording is mentioned that outlines the structure of project scope, although it had audio issues during a 45-minute segment.

Understanding Project Scope

• Two key documents are identified: the Scope Management Plan and the Requirements Management Plan.

• The Scope Management Plan details what needs to be done in a project, while the Requirements Management Plan focuses on managing project requirements.

Change Control Processes

• Emphasis is placed on handling changes through change control processes and configuration management when encountering modifications in tasks.

Collecting Requirements

• The importance of defining how to collect requirements is highlighted, including stakeholder engagement for gathering their needs.

• Once all stakeholder requirements are collected, they form a comprehensive requirements list or document.

Linking Requirements to Business Strategy

• It’s crucial to trace these requirements back to business strategies and objectives for alignment.

• Requirement tracking ensures that all needs are met throughout the project's lifecycle.

Tools for Requirement Collection

Techniques for Gathering Requirements

• Various tools for collecting requirements are discussed, such as interviews and focus groups.

• These tools help prioritize requirements based on their value using methods like MoSCoW prioritization.

Types of Requirements

• Requirements can be categorized into three main types: project needs, product needs, and quality needs.

• After defining these categories, it's essential to create a Project Scope Statement outlining what will be done and what won't be included in the project.

Defining Project Activities

Creating Work Breakdown Structure (WBS)

• The WBS is established from the approved Project Scope Statement which includes detailed work packages necessary for completion.

Predictive vs. Adaptive Approaches

• Differences between predictive (traditional planning approach) and adaptive (agile methodology), particularly in requirement documentation formats like Product Backlogs versus traditional requirement documents.

Managing Changes in Projects

Importance of Change Management

• Discusses how changes in scope affect timeframes and costs; if scope increases (e.g., building height), both time and cost should also increase accordingly.

Quality Standards Maintenance

• Quality standards must remain consistent regardless of changes; if initial specifications require certain standards (like earthquake resistance), those cannot be compromised even with increased scope or budget adjustments.

Project Scheduling Fundamentals

Key Processes in Schedule Management

• Outlines essential processes involved in schedule management including planning activities, defining them clearly, sequencing them appropriately, estimating durations, developing schedules, etc.

Defining Activities

• Activity definition involves breaking down WBS into actionable tasks leading to an activity list that includes attributes like deadlines.

Sorting Activities

• Sorting activities helps establish order based on dependencies ensuring efficient workflow within projects.

Key Processes in Project Management: WBS and Activity Definition

Understanding the Main Processes

• The main processes of project management can be narrowed down to two key workflows: establishing a Work Breakdown Structure (WBS) and defining activities.

• These two processes are essential for breaking down tasks effectively within a project framework.

• When faced with questions regarding project breakdown, focus on these two processes as they encapsulate the core of task decomposition.

WBS and Activity Definition

• Both establishing WBS and defining activities involve decomposition; they serve to clarify the structure of tasks involved in a project.

• Each process has its own set of deliverables, with WBS focusing on work packages that require acceptance criteria.

Acceptance Criteria in Project Management

• Acceptance standards are crucial for work packages defined within the WBS, while activities themselves do not require such formal acceptance.

• The distinction is made clear: work packages must be verified for completion, whereas individual activities may not need verification unless specified.

Practical Examples and Clarifications

• In practical terms, verifying completion at the work package level suffices; if it meets criteria, it's considered done regardless of individual activity checks.

• This approach emphasizes efficiency over micromanagement in assessing task completion.

Distinguishing Between Activities and Work Packages

• A question arises about whether attending a class counts as an activity or part of WBS; it is classified as an activity since it does not have tangible deliverables requiring verification.

• Attendance alone does not equate to successful completion without further assessment like satisfaction surveys post-class.

Sorting Activities and Their Importance

Defining Activity Sequencing

• After defining activities, sequencing them becomes critical. This involves determining their order based on dependencies.

• The process begins with identifying which activities stem from the established WBS before sorting them into sequential order.

Dependencies in Activity Sequencing

• Recognizing dependencies is vital; certain tasks cannot commence until others are completed (e.g., painting before installing fixtures).

• Understanding these relationships helps establish a logical flow for project execution.

Estimating Duration Post-Sequencing

• Once activities are sequenced correctly, estimating their duration follows logically. This includes determining how long each task will take based on prior knowledge or historical data.

Developing Schedule Baselines

Finalizing Project Schedules

• After estimating durations, developing a schedule baseline involves consolidating all planned timelines into an approved format for tracking progress.

Components of Schedule Baselines

• Project Timeline: Overall duration from start to finish.

• Milestones: Key points throughout the project's lifecycle that indicate significant progress or phases completed.

Visual Representations

• Network Diagrams: Illustrate relationships between tasks visually.

• Gantt Charts: Provide timelines for when each task should occur relative to others.

Conclusion on Scheduling Concepts

Recap of Key Scheduling Elements

• Understanding how to define activities, sort them by sequence, estimate durations accurately, and develop comprehensive schedules is crucial for effective project management. Each step builds upon the last to ensure clarity and accountability throughout the project's life cycle.

Project Management Fundamentals

Overview of Project Management Tools

• The session introduces four key project management tools: product roadmap, timeline network diagram, Gantt chart, and milestone chart. These tools help visualize project progress and timelines.

• Emphasis is placed on the importance of understanding these tools to facilitate better project planning and execution.

Cost Management in Projects

• Cost management is defined as completing a project within budget constraints. It involves three main processes: planning cost management, estimating costs, and determining budgets.

• The speaker highlights that all risks encountered in projects can be addressed through financial means, emphasizing the need for quick decision-making regarding expenditures.

Understanding Risks in Projects

• A risk is described as an event that has not yet occurred but may happen in the future. This definition sets the stage for discussing how to identify and manage risks effectively.

• An example involving new building regulations illustrates how potential impacts on projects should be classified as risks until they are confirmed.

Risk Identification Techniques

• The discussion includes methods for identifying known risks versus unknown risks. Known risks are those that have been identified but not yet realized.

• Risks must be documented in a risk register to ensure proper tracking and management throughout the project's lifecycle.

Estimating Costs and Budgeting

• Cost estimation involves calculating activity costs along with contingency reserves. This process ensures that all potential expenses are accounted for before finalizing budgets.

• The distinction between contingency reserves (for known risks) and management reserves (for unknown risks) is crucial for effective budgeting.

Resource Management Essentials

• Resource management encompasses planning, allocating, and managing resources necessary for project completion. Resources include people, equipment, and materials.

• Internal resources focus primarily on human capital due to its complexity compared to tangible assets like machinery or materials.

Procurement Strategies

• The choice between developing resources internally or outsourcing them is discussed using an analogy about making dumplings—highlighting considerations of time, cost, and expertise involved in each approach.

Support Management and Procurement Planning

Understanding Internal and External Support

• The speaker emphasizes the importance of avoiding failure by relying on external support, where if something goes wrong with a purchased item, it must be replaced by the supplier.

• After purchasing from an external source, that supplier becomes part of the team as external support; without this purchase, internal resources would need to handle everything.

Support Management Plan Components

• A support management plan should identify personnel and equipment needed for project execution.

• When requesting additional personnel (e.g., 20 new staff), it's crucial to provide a rationale and organizational chart to justify the need for these resources.

Team Structure and Guidelines

• New team members will come together under shared behavioral guidelines, necessitating documentation such as team charters and norms.

• The distinction between team charters (higher-level guidelines) and specific operational rules is highlighted; both are essential for maintaining harmony within the project team.

Differentiating Project Charters from Team Charters

• It's important not to confuse project charters with team charters; they serve different purposes in project management.

• Traditional approaches start with a project charter leading to team formation, while agile methods begin with forming a team before defining the project charter.

Resource Allocation Strategies

• Resource allocation involves understanding departmental responsibilities through Organizational Breakdown Structures (OBS), Responsibility Assignment Matrices (RAM), or RACI charts for clarity in roles.

• RACI charts define who is responsible (R), accountable (A), consulted (C), and informed (I); having clear definitions helps streamline teamwork.

Procurement Management Overview

Importance of Procurement in Project Management

• Procurement management is critical; it requires understanding how work packages relate to deliverables within projects.

Work Package Decisions: Outsourcing vs. In-House Production

• For example, when developing an iPhone, decisions must be made about which components can be outsourced versus those that should be produced internally.

Contract Types in Procurement

• There are three main types of contracts: fixed-price contracts, cost-reimbursable contracts, and time-and-material contracts. Each has its own implications for risk management and budgeting.

Fixed Price Contracts and Their Variants

Understanding Fixed Price Contracts

• The term "fixed price" refers to a contract where the total price is set and does not change, applicable to clearly defined items like screws, springs, or even an iPhone 17.

• Fixed price contracts are suitable for projects with clear specifications that are unlikely to change, allowing for straightforward price comparisons.

• These contracts transfer risk from the buyer to the supplier; if delays occur (e.g., shipping issues), the supplier must still deliver at the agreed price.

Types of Fixed Price Contracts

Absolute Fixed Price Contract

• This type maintains a constant price and is typically used for well-defined equipment purchases, such as CNC machines.

Fixed Price with Incentives

• In this model, while the base price remains fixed, suppliers can earn bonuses for early delivery. For example, TSMC offered incentives during chip shortages by rewarding early deliveries with profit margins.

Fixed Price with Economic Adjustments

• Common in long-term energy contracts (20-30 years), these agreements allow for periodic adjustments based on market conditions or extraction costs.

Cost-Reimbursable Contracts

Overview of Cost-Reimbursable Contracts

• These contracts involve two payments: one covering actual costs and another fixed fee or incentive. They are often used when project scope is uncertain.

Types of Cost-Reimbursable Contracts:

1. Cost Plus Fixed Fee (CPFF)

• Preferred by sellers as they cover all costs plus a guaranteed fee but may lead to inefficiencies due to lack of cost control.

2. Cost Plus Award Fee (CPAF)

• Allows buyers to reward good performance but lacks penalties for poor performance; it incentivizes quality without strict repercussions.

3. Cost Plus Incentive Fee (CPIF)

• Links contractor profits directly to performance metrics; penalties apply if targets aren't met, ensuring accountability in project execution.

Time and Material Contracts

Characteristics of Time and Material Contracts

• Used primarily for urgent small-scale projects where exact requirements are unclear; payment is based on time spent and materials used.

Application Scenarios

• Ideal for consulting services or emergency repairs where quick action is necessary but specific details cannot be predetermined.

Procurement Management Process

Steps in Procurement Management

1. Planning Procurement

• Involves deciding whether tasks will be performed internally or outsourced; results in a procurement management plan outlining strategies.

2. Executing Procurement

• Focuses on selecting vendors through bidding processes and finalizing contracts based on established criteria outlined in procurement documents.

3. Monitoring Procurement

• Continuous oversight ensures compliance with contract terms regarding delivery timelines and quality standards throughout the project lifecycle.

Procurement Process Overview

Introduction to Procurement

• The speaker addresses the audience, confirming that all participants have received the procurement documents.

• A discussion begins on initiating a bidding process, referred to as "executing procurement."

• The goal is to make decisions based on responses from vendors regarding their bids.

Vendor Selection and Contract Signing

• After evaluating vendor responses, the next step is selecting a vendor for collaboration.

• Once a vendor is chosen, a contract must be signed to formalize the agreement.

• Executing procurement results in three key outputs: selected seller, agreement terms, and delivery schedules.

Monitoring and Quality Control

• The speaker explains the importance of monitoring vendors post-contract signing to ensure timely deliveries.

• Tracking delivery dates (e.g., monthly deliveries of screws) is crucial for maintaining project timelines.

• External quality inspections are necessary to verify that delivered products meet specified standards.

Distinction Between Inspection Types

• There are two types of inspections: product inspections (quality control tools) and process audits (internal evaluations).

• Product inspections focus on deliverables while process audits assess internal workflows without interfering with vendor processes.

Understanding Procurement Relationships

Triangular Relationship in Procurement

• The relationship between customers, vendors, and contracts forms a triangle essential for successful procurement operations.

• Contracts must be established both with customers and suppliers; this ensures smooth transactions from supplier to customer.

Contractual Obligations

• Contracts involve mutual obligations between buyers and sellers; understanding these roles is critical for effective execution.

• Each party's perspective on contracts can differ significantly depending on whether they are the buyer or seller.

Quality Assurance in Deliverables

Acceptance Criteria for Deliverables

• Acceptance testing involves both parties; Apple sends representatives to verify iPhone 18 production by Foxconn.

• This verification process includes external quality checks as part of controlled procurement practices.

Internal vs. External Verification Processes

• Internal verification ensures compliance with contractual agreements before external validation occurs.

Types of Procurement Contracts

Risk Assessment in Contract Types

• Different contract types carry varying levels of risk for buyers and sellers; understanding these risks helps in decision-making.

Fixed Price vs. Cost Plus Contracts

• Fixed-price contracts pose higher risks for sellers since they bear cost overruns while being beneficial for buyers who prefer price certainty.

Choosing Appropriate Contracts Based on Clarity

• If any aspect of a project scope or pricing remains unclear, opting for cost-plus contracts becomes necessary due to inherent uncertainties.

Project Management Integration

Planning Project Scope

• Effective project management starts with defining scope through structured planning processes leading into detailed project management plans.

Activity Definition

• Defining activities requires breaking down work packages into actionable tasks which necessitates having established baselines beforehand.

Understanding Activity Definition and Resource Management

Defining Activities

• The discussion begins with the importance of defining activities to estimate costs effectively.

• It is emphasized that without a clear definition of activities, cost estimation becomes challenging.

• Understanding the process indicates that estimating costs means one has already navigated through the necessary steps.

Resource Management Planning

• Transitioning to resource management, the speaker defines resources as people, machines, and finances needed for activities.

• The necessity of defining activities first is reiterated before moving on to cost estimation and resource planning.

Sequencing Activities

• After defining activities, sequencing them in order of execution is crucial for project management.

• Factors influencing scheduling are discussed, including available resources which directly impact timelines.

Cost and Resource Relationship

• A key point made is that resources are closely tied to costs; more resources often require higher budgets.

• The speaker illustrates this relationship using an example involving machinery needed for road construction.

Estimation Techniques

• Various estimation techniques are introduced: expert judgment, analogous estimating, and parametric estimating.

• Each method relies on historical data or expert experience to establish activity durations or costs.

Comparing Estimation Methods

Expert Judgment vs. Analogous Estimating

• Expert judgment involves leveraging past experiences from specialists to predict future outcomes.

• Analogous estimating compares current projects with similar past projects to derive estimates based on historical performance.

Parametric Estimating Explained

• Parametric estimating uses statistical relationships between variables (e.g., time per unit of work).

Understanding Triangular Distribution in Budgeting

Application in Project Procurement

• An example involving gold procurement highlights how triangular distribution can be used for budget estimations based on market fluctuations.

Choosing Between Estimates

• When faced with multiple estimates (three-point vs. beta), it’s advised to select the beta option due to its weighted accuracy.

Agile Estimation Techniques

Agile vs. Traditional Approaches

• The differences between traditional forecasting methods and agile approaches are outlined regarding timing and precision in estimations.

Importance of Team Involvement

• Agile methodologies emphasize team collaboration in assessing both workload size and value during project planning phases.

This structured approach provides a comprehensive overview while allowing easy navigation through timestamps for further exploration of specific topics discussed within the transcript.

Resource Management and Procurement Strategies

Internal Resources and Team Management

• Discussion on internal resources, specifically focusing on human resources and financial management. Emphasis on how the main team manages these aspects through established guidelines and reward systems.

• Importance of procurement management is highlighted, particularly in relation to contract management as a critical external support mechanism.

Estimation Techniques

• Overview of various estimation methods including expert judgment, analogous estimation, and parametric estimation. Noted that planning during mid to late stages tends to yield more accurate estimates.

• Agile estimation techniques are mentioned for early-stage planning, utilizing tools like dot voting for prioritization based on value.

Planning Phases

• The necessity of clear requirements is stressed; teams must ensure that tasks are well-defined before proceeding with work assignments.

• Resource procurement strategies should be aligned with task planning to ensure effective execution.

Study Preparation Insights

• A reminder about the importance of regular study sessions (every 3 to 5 days), especially when preparing for assessments or exams.

• Acknowledgment of the effort put into studying, encouraging participants to take breaks while maintaining commitment towards their goals.

Conclusion Remarks

• Closing thoughts express appreciation for participants' hard work and emphasize the need for rest after intensive study sessions.