Project Management in Functional Organizations其它上課時間：

需要用英文作為項目工作語言的人員，如對外開展業(yè)務(wù)的企業(yè)；合資公司英文工作環(huán)境，相關(guān)企業(yè)中職能部門經(jīng)理、項目經(jīng)理、項目骨干等。

課程前言Introduction
本課程為英文授課，講義資料也為英文。學(xué)員對象是需要用英文作為項目工作語言的人員。
《Project Management　in functional Organizations》 ,though based on the general project management methodology from PMBOK, is focused on the　R&D projects, product realization and order fulfillment projects, engineering projects and continuous　improvement projects, which are recognized as the typical projects in an industrial enterprise.
The topics of the course consist of function management and project management, projects in industrial enterprise, project initiation and team building, scope definition and work breakdown structure , schedule development and control,　project resource allocation methods, project budget and product cost control, project deliverables and quality control, project risk analysis and response strategy. The course is the summery of the best practice in project management by the world leading enterprises and specially designed for management staff in industrial enterprises .
The course lasts 14 hours with case studies and workshop presentations and discussions joined by the participants.
課程內(nèi)容Course outline
1. Function management and　Project management
1.1 what is function management
1.2 What is project management
1.3 Project management　in general
1.4 Projects in an industrial enterprise
Presentation:
My company and the projects in my company-3 presenters
Discussion:
Different companies and different Projects.
2. Typical projects in an industrial enterprise
2.1 R&D projects and three tiers by MIT
2.2 Product realization and　order fulfillment projects
2.3 Engineering projects by sponsors and contractors
2.4 Continuous improvements projects
Presentation：
Briefing a new production line construction project-1 presenter
Briefing a contracted engineering project-2 presenters
Discussion:
In MTS, ATO, MTO, ETO production patterns, which one or combination suits your company.
3. Project definition and team building　
3.1 Project definition and　project initiation documents -PID
3.2 Project team within a matrix organization
3.3 One servant –two masters problem and counter measures.　
3.4 project base-line and negative feed-back control loop
Presentation:
Defining a project I have done by　the PID frame.-3 presenters
Discussion:
The PID frame and　related 9 knowledge areas.
4. Scope definition and work breakdown structure
4.1 Scope definition and scope creeping
4.2 Product configuration and project scope
4.3 project work breakdown structure-WBS
4.4 Stage deliverables and Scope Verification　
Presentation:
Presenting a system configuration　from a capital　equipment project-1 presenter
Presenting a work breakdown structure from a R&D　or engineering project -2 presenters
Discussion:
Progressively elaboration and WBS at different phases and levels.
5. Time schedule and planning methods
5.1 Duration estimation and reliable principle
5.2 Activity sequencing and constraints
5.3 Critical path schedule and critical chain schedule
5.4 Fast tracking and delivery forecasting
Presentation:
Presenting a time schedule and identify the critical path for a typical project you have done-3 presenters
Discussion:
Different Fast tracking methods you have practiced.
6. Resource requirements and　allocation methods
6.1 Project resource requirement and　planning　
6.2 Systematical resource allocation method
6.3 Responsibility resource allocation method
6.4 Generic resource allocation method
6.5 Specific resource allocation method
Presentation:
Presenting a time schedule with resource allocations-3 presenters
Discussion:
What is the significance of resource allocation and the weakness of PM theory.
7. Project and Product Cost Control
7.1 The problems of product cost control
7.2 estimating methods and project budgeting
7.3 product cost accounting and life cycle costs
7.4 Cost control for project and product
Presentation:
Presenting a budget breakdown for a project-2 presenters
Presenting a cost breakdown for a product-2 presenters
Discussion:
What can be done to improve the cost control in different cases.
8.　Project Quality planning and control
8.1 Product quality and quality in broad sense
8.2 Quality warranty, guarantee and assurance
8.3 Quality control and quality management
8.4 Quality planning and project quality gates
Presentation:
Identify the quality defects in the case study and analyze　the reasons -4 presenters
Discussion:
The difference of quality control methodology for redo processes and undo processes
9.　Risk analysis and responding strategies
9.1 Event probability and Impact
9.2 Risk identification and grading matrix
9.2 Project risk management and Flow Diagram
9.4 Risk response strategies and contingency plan
Presentation:
Presenting four simple examples to illustrate the four responding strategies-4 presenters
Discussion:
Your example of the alternative strategy in responding an indentified risk event.
Course Closure
(1) The summery of project management flow chart
(2) Further questions and answers as well as discussions

講師介紹：

王景山 項目管理者聯(lián)盟制造業(yè)項目管理高級講師，高級工程師，PMP
畢業(yè)于西北工業(yè)大學(xué)自動控制系，荷蘭愛因候溫技術(shù)大學(xué)訪問學(xué)者。王老師有豐富的航空研發(fā)與設(shè)計工作經(jīng)驗，有十多年的跨國制造企業(yè)管理經(jīng)驗及海外工作經(jīng)驗，主要從事產(chǎn)品研發(fā)、生產(chǎn)經(jīng)營管理，項目管理和企業(yè)經(jīng)營發(fā)展規(guī)劃工作，主持和參與過大量與美國、日本、歐洲國家、新加坡、印度、伊朗公司合作項目，項目內(nèi)容包括新品研發(fā)、計算機軟件、硬件研制、廠房建造、設(shè)備改造、成套生產(chǎn)設(shè)備出口項目和其它科學(xué)研究項目，項目規(guī)模從數(shù)百萬人民幣至10億人民幣。

近年來王老師主要從事制造業(yè)項目管理與項目投資決策的研究、咨詢與培訓(xùn)工作。
主要課程：
訂單項目管理、工業(yè)企業(yè)項目管理、研發(fā)項目管理、項目投資與決策
出版書籍：
《工業(yè)企業(yè)項目管理》，《研發(fā)項目管理》，《項目投資與決策》，《項目過程與管理技術(shù)》等
部分客戶：
康佳集團、TCL集團、美的集團、深圳大亞灣核電站、深圳青年學(xué)院MBA班、深圳郵政局、深圳電信局研發(fā)中心、西北長慶石油管理局、廣東移動、深圳賽格集團、深圳賽格日立公司、深圳三星電子有限公司、深圳特區(qū)發(fā)展集團、中國銀行深圳支行、成都衡平信托投資公司、廣東鼎湖移動通信培訓(xùn)公司、汕頭移動通信公司等數(shù)百家企事業(yè)單位