课程背景 Course Background：
随着时代不确定性的增加，如何管理具有不确定性的项目，是提升标准化运营水平的重要手段。企业中都存在项目，有的企业的业务模式本身就是项目式的，有的企业虽然是生产标准产品，但在市场、营运、供应链、研发等各职能中，都存在各类项目，形形色色的问题或者成长的机会，这些问题或机会，带来了职能改善或绩效提升的项目，搞定这些项目，正是职能负责人和项目团队要关心的。
As uncertainty in the times increases, managing projects with uncertainty is an important means to enhance standardized operation levels. Projects exist in all enterprises. Some enterprises' business models are project-based in nature, while others may produce standard products, but there are various projects in various functions such as marketing, operations, supply chain, research and development, and so on. These projects present various problems or opportunities for growth. These problems or opportunities bring projects for functional improvement or performance enhancement. Addressing these projects is what functional leaders and project teams should focus on.
项目管理的诸多误区，反而成为了企业隐秘的痛：
Many misunderstandings in project management have become hidden pains for enterprises:
1、认为项目具有不确定性，导致项目没有目标和绩效。
The project is perceived as uncertain, leading to a lack of clear goals and measurable performance.
2、将项目理解为流程管理，导致因缺乏管理评审而项目输出质量差。
Understanding the project as process management leads to poor project output quality due to a lack of management review.
3、不知道运营成本如何分摊，导致项目无法独立核算。
The lack of knowledge on how to allocate operating costs has resulted in the inability to independently account for the project.
4、认为项目经理应该有较大的权力，导致权力下发不下去。
The belief that project managers should have greater authority leads to the inability to delegate power.
5、认为参与项目的就要发奖金，导致真正对项目负责的价值得不到兑现。
The belief that those involved in the project should receive bonuses leads to the failure to recognize the value of those truly responsible for the project.
6、混淆了项目管理的产出和产品，导致总是发布有缺陷的产品，经营损失大。
Confusing the output and product of project management, resulting in the release of defective products and large business losses.
7、项目经理的职责和行为模式，导致人才难以沉淀。
The responsibilities and behavior patterns of project managers make it difficult for talents to settle down.
8、认为计划是用于遵循的，导致一直讨论计划和变化。
Believing that plans are meant to be followed, leading to constant discussions about plans and changes.
9、认为项目是注重效率的，导致项目最后毫无成效。
Believing that the project is focused on efficiency, leading to the project being ineffective in the end.
本课程，面向项目的成功，谈项目的管理，希望给处于项目管理视角盲区的各个企业带来实战的理念、思路和方法。
This course focuses on project management for project success, and aims to bring practical concepts, ideas, and methods to various enterprises that are in the blind spot of project management perspective.
互动形式 Engagement Methods：
案例研讨、角色扮演、全员分享、针对性研讨、个别交流
Case study, role play, full sharing, targeted discussion, individual communication
授课结构 Teaching Structure：
全局观、观念革新和实务技巧交融进行，激情碰撞、精彩演绎
Global perspective, innovative ideas and practical skills are blended together, creating a passionate and exciting performance
课程输出 Course Outputs：
1、评估你的企业目前的项目管理架构
Evaluate your company's current project management structure
2、搭建你的企业未来的项目管理架构框架
Build your enterprise's future project management framework
3、构建你的企业项目管理人才的能力模型
Build your enterprise project management talent competency model
4、设计你的企业一览全貌的项目运行驾驶舱（看板）
Design the project operation dashboard for your enterprise's comprehensive overview
5、建立你的企业项目会议体系（周期、流程、组织、文件）
Establish your enterprise project meeting system (cycle, process, organization, documents)
课程大纲 Course Outline：
第一部分： 项目管理是组织的基本能力
Part 1: Project management is a fundamental ability of an organization
1、企业有两种行为：项目和运营
Enterprises have two behaviors: project and operation
2、项目的核心输出，是运营能力的提升
The core output of the project is the improvement of operational capabilities
3、两种企业：项目型业务VS货柜型业务
Two types of enterprises: project-based business vs. container based business
4、两种流程：项目型流程VS运营型流程
Two processes: project-based process vs. operational process
5、项目注重成效，不注重效率
The project focuses on effectiveness rather than efficiency
6、项目是阶段管理而非流程管理
Project is stage management rather than process management
7、技术评审要迁就管理评审
Technical review should accommodate management review
8、项目有三级组织和1个独立职能
The project has three levels of organization and one independent function
9、项目经理和直线经理在企业中的互动方式
The interaction between project managers and line managers in the enterprise
第二部分： 项目管理专业技术
Part 2: Professional Techniques in Project Management
1、项目的五大过程组（从项目经理的角度看项目整体）
The five major process groups of the project (from the perspective of the project manager)
（1）启动过程组：名正言顺、人鬼佛神
Startup Process Group: Legitimate, Human Ghosts, Buddha Gods
（2）规划过程组：多算趋吉、少算得凶
Planning process group: calculate more for good and less for bad
（3）执行过程组：依计而行、行必有果
Execution process group: Follow the plan and achieve results
（4）监控过程组：审偏纠差、控制变化
Monitoring process group: review bias correction, control changes
（5）收尾过程组：慎终如始、好戏杀青
Closing process group: Be cautious until the end, the show is over
2、项目的十大知识领域
Top 10 knowledge areas of the project
（1）整合管理（搞！）：实现综合最优
Integrated management (do!): achieve comprehensive optimization
（2）范围管理（取舍）：明确做什么
Scope management (trade-offs): Clarify what to do
（3）进度管理（快慢）：什么时候做
Progress Management (Fast/Slow): When to Do It
（4）成本管理（俭奢）：花多大代价做
Cost Management (Frugality and Luxury): How much does it cost to do it
（5）质量管理（好坏）：做到什么程度
Quality management (good or bad): to what extent
（6）资源管理（仁责）：内部资源
Resource Management (Benevolent Responsibility): Internal Resources
（7）沟通管理（听说）：信息流通
Communication Management (Listening and Speaking): Information Flow
（8）风险管理（利弊）：最坏的打算
Risk management (pros and cons): worst-case scenario
（9）采购管理（买卖）：外部资源
Procurement management (buying and selling): external resources
（10）相关方管理（神佛）：搞好关系
Stakeholder management (gods and Buddhas): building good relationships
3、裁剪的技术：制定最合适的项目管理方法
Cutting technique: Developing the most suitable project management method
第三部分： 搭建企业的项目管理架构
Part 3: Building the Project Management Architecture of the Enterprise
1、项目阶段的划分：关注阶段评审流程
Division of project phases: Focus on the phase review process
2、划分项目执行层、管理层和决策层：关注工作报告和管理流程
Divide project execution layer, management layer, and decision-making layer: focus on work reports and management processes
3、设定项目的角色：区分项目角色和职能管理角色
Setting project roles: distinguishing project roles from functional management roles
4、变更管理流程
Change Management Process
（1）区分具体变更的管理者和执行者
Distinguish between managers and implementers of specific changes
（2）区分变更的原因和变更的影响
Distinguish between the reasons for changes and the impact of changes
（3）PMO在变更管理中的角色
The role of PMO in change management
（4）基准和基线才需要变更
Benchmarks and baselines need to be changed
（5）快速变更和成本安全
Fast change and cost security
5、纠正预防流程
Corrective and preventive procedures
（1）纠正预防流程和变更流程的接口
Interface between corrective and preventive processes and change processes
（2）纠正预防流程和研发/市场流程的接口
Interface between corrective and preventive processes and R&D/marketing processes
（3）纠正预防联络单的设计
Design of Corrective and Preventive Contact Form
（4）保持品管的独立性
Maintain the independence of quality control
6、特批流程 Special approval process
第四部分： 目标管理与计划分解
Part 4: Goal Management and Plan Decomposition
1、目标达成的基本路径
The basic path to achieving the goal
意图 - 目标 - WBS - 计划 - 监控
Intention - Goal - WBS - Plan - Monitoring
2、目标是用于衡量意图的
The goal is to measure intention
3、可发布的产品=产品+管理产品
Products that can be released=Products+Management Products
4、计划是基线
The plan is the baseline
（1）区分进度计划和计划
Distinguish between schedule and plan
（2）做计划是引发讨论的
Making a plan triggers discussion
（3）三个资源：时间、钱、人
Three resources: time, money, and people
（4）二次计划需要被遵循
The secondary plan needs to be followed
5、监控=看得清+控得住
Monitoring=Visible+Controllable
（1）监控对报告的刚性要求
Rigid requirements for monitoring reports
（2）监控是对实绩，而非对标准
Monitoring is about performance, not standards
（3）挽回计划的制定
Development of recovery plan
（4）异常的处置过程
Abnormal handling process
第五部分： 项目经理的能力提升
Part 5: Enhancement of Project Manager's Abilities
1、项目经理的基本能力模型
Basic Competency Model for Project Managers
2、认识项目经理的微权力
Understanding the Micro Power of Project Managers
（1）相关方及其权力矩阵
Related parties and their power matrix
（2）区分权术和权力
Distinguish between power tactics and authority
（3）微权力运用：记录、评价、可视化
Micro power utilization: recording, evaluating, visualizing
3、沟通与冲突处理
Communication and conflict resolution
（1）项目管理的基本沟通：报告
Basic Communication in Project Management: Reporting
（2）项目协同的基本沟通：联络
Basic communication for project collaboration: liaison
（3）项目上下的基本沟通：商量
Basic communication between the upper and lower levels of the project: discussion
（4）冲突处理与WIN/LOSE分析
Conflict Handling and WIN/LOS Analysis
（5）全体沟通与个别沟通
Overall communication and individual communication
4、项目经理的经验集成
Integration of project manager's experience
（1）务实的经验集成：问题点登记册
Practical Experience Integration: Problem Point Registry
（2）务虚的经验集成：回顾会
Experience Integration of Retreat: Review Meeting
关于讲师 About the Speaker：
张老师 Teacher Zhang
项目绩效提升顾问
Project performance improvement consultant
广东省工信厅中小企业管理咨询服务专家库成员
Member of the Expert Database for Management Consulting Services for Small and Medium sized Enterprises of Guangdong Provincial Department of Industry and Information Technology
广东省市场监督局专家库成员
Member of the Expert Database of Guangdong Provincial Market Supervision Bureau
中山大学EDP特聘讲师
Sun Yat sen University EDP Distinguished Lecturer
华南理工大学生产运营课程特聘讲师
Specially appointed lecturer for production and operation courses at South China University of Technology
项目管理数字化转型架构师
Digital Transformation Architect for Project Management
国际注册管理咨询师认证（ICMCI -CMC）
International Certified Management Consultant Certification (ICMCI CMC)
项目管理专业人士（PMI-PMP）
Project Management Professional (PMI-PMP)
敏捷项目管理专业人士（PMI-ACP）
Agile Project Management Professional (PMI-ACP)
商业分析专业人士（PMI-PBA）
Business Analytics Professional (PMI-PBA)
受控环境下的项目管理专业人士（PRINCE2）
Project Management Professionals in Controlled Environments (PRINCE2)
国内头部数字化厂商项目管理领域专家
Expert in project management field of top domestic digital manufacturers
广州恒芯智联技术有限公司联合创始人/首席咨询师
Co founder/Chief Consultant of Guangzhou Hengxin Zhilian Technology Co., Ltd
浩云科技（A股）业务架构顾问
Haoyun Technology (A-share) Business Architecture Consultant
擅长领域 Area of Experience：
制造型企业的项目管理、项目经理领导力、项目四算和成本管理、项目管理数字转型
Project Management, Project Manager Leadership, Project Calculation and Cost Management, and Digital Transformation of Project Management in Manufacturing Enterprises
实战经验 Practical Experience：
张老师曾在世界五百强松下电器集团在华企业工作多年，从事管理企划、运营管理和企业变革项目统筹等方面的工作，并主导多个流程再造、运营体系建设，涉及研发、供应链、系统重构等各跨界领域。张老师从基层成长起来，对日本企业经营管理体系、项目（课题）推进模式及企业变革有着丰富的实战经验和深刻独到的见解，并在工作中积累了丰富的实战经验。
Teacher Zhang has worked for many years in Panasonic Corporation, a Fortune 500 company in China. He has been involved in management planning, operational management, and overall planning of corporate change projects. He has led multiple process reengineering and operational system construction projects, covering various cross disciplinary fields such as research and development, supply chain, and system restructuring. Mr. Zhang grew up from the grassroots level and has rich practical experience and profound insights into the management system, project (topic) promotion mode, and enterprise transformation of Japanese enterprises. He has accumulated rich practical experience in his work.
关于慧岩咨询 About Wisdom Rock Consultancy：
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