项目管理在各行各业中均发挥举足轻重的作用。首先，本课程将概述项目管理基本情况，包括知名管理体系（欧洲IPMA和美国的PMI），基础管理知识、项目经理职责及人际关系处理方法。其次，该课程还将讲解Project软件的基本设置，引入相关实际案例。接下来，该课程还将从进度计划、资源计划、成本计划，其他补充计划、项目优化调整等角度讲解如何组织项目。项目启动后，项目经理人需要掌握必要的技巧来落实项目、跟踪项目、甚至关停项目，该课程也包含这些内容。最后，课程讲师讲分享多项目管理系统。
Project management is vital in all kinds of works. This course would first brief on project management, including popular management systems (IPMA from Europe and PMI from US), fundamental management knowledge, responsibilities of project manager and interpersonal relationship dealing methods. Additionally, some key setups of the software Project would be discussed and detailed cases would be introduced in this course. Next, the course would introduce how to organize the project from progress planning, resources planning, cost planning, other supplementary plans, and project optimization and adjustment. Initiating the project, managers require various skills to implement, track and even turn off the project, which would also be taught in the course. In the end, the lecturer would talk about multi-project management systems.
课程内容 Course Content：
1. 项目管理基本知识 Basic knowledge of project management
- 国际上流行的项目管理知识体系介绍（欧洲IPMA美国PMI）Introduction about the international popular project management knowledge system (Europe IPMA United States PMI)
- 项目管理基础知识介绍（十大知识领域、四个阶段、五个过程、三个要素）Introduction about the basic knowledge of project management (Ten knowledge areas, Four stages, Five processes and Three elements)
- 项目经理的职责要求（领导力、影响力、决策力）Responsibilities of Project Manager (Leadership, Influence, Decision-making)
- 项目关系人关系处理（项目发起人、客户、用户、供应商、团队、管理层）Project relationship processing (Project sponsor, Customer, User, Supplier, Team, Management)
2. Project基本设置 Basic settings of Project
- 出现项目摘要任务Project summary task
- 出现大纲数字Outline number settings
- 任务模式介绍Introduction about task mode
3. 项目案例介绍 Project case introduction
- 项目名称、项目开始时间、项目结束时间Project name, start time and end time
- 项目主要节点要求Main node requirements of the project
4. 开始编制计划（进度计划、资源计划、成本计划，其他计划略）Prepare plan (Schedule, Resource plan, Cost plan, other plans)
5. 项目进度计划编制 Prepare project schedule
- 日历设置Set Calendar
- WBS分解WBS decomposition
- 工期设置Set Duration
- 关联性设定Set Associativity
- 关键路径Critical path
- 项目进度压缩方法Project schedule compression method
- 检查进度计划是否满足要求，如果不满足如何调整Check whether the schedule meets the requirements, and how to adjust if not
- 进度计划的输出Output of schedule
6. 项目资源计划编制 Prepare project resource plan
- 资源规划Resource Planning
- 资源表建立Resource table establishment
- 资源分配Resource allocation
- 资源分配状况查看View resource allocation status
- 资源调配Allocation of resource
- 资源计划输出Resource plan output
- 资源计划与进度计划的协调Coordination of resource plan and schedule
7. 项目费用计划编制 Preparation of project cost plan
- 项目费用如何估算How to estimate the project cost
- 项目费用科目如何划分How to divide project expense accounts
- 项目费用与资源的关系Relationship between project cost and resources
- 项目费用的分配Allocation of project costs
- 项目费用的执行Implementation of project cost
- 项目费用超支后如何处理How to deal with project cost overrun
- 项目费用计划与资源计划与进度计划的互相影响Interaction between project cost plan, resource plan and schedule plan
- 项目费用的统计分析Statistical analysis of project cost
8. 其他计划的补充 Supplement to other plans
- 沟通计划补充到计划中Add communication plan
- 质量保证计划补充到计划中Add quality assurance plan
- 采购计划补充到计划中Add purchase plan
- 风险管理计划补充道计划中Add risk management plan
9. 整体计划的优化与协调 Optimization and coordination of overall plan
- 整体计划优化，检查是否满足要求Optimize the overall plan and check whether it meets the requirements
- 整体计划如何输出打印技巧How to output printing skills for overall plan
- 整体计划如何审批How to approve the overall plan
10.开始执行项目 Start project implementation
11.项目执行 Project implementation
- 完成百分比如何使用How to use percent
- 实际开始时间，实际完成时间的使用Use of actual start time and actual finish time
- 任务更新方法Method of Task update
- 项目更新方法Method of Project update
12.项目跟踪 Project tracking
- 项目比较基准保存Save Project baseline
- 项目比较基准的解释与理解Interpretation and understanding of project baseline
- 项目比较基准的应用Application of project baseline
- 多基准的应用技巧Application skills of multi baseline
- 新增的任务如何保存基准How to save baseline for new tasks
- 跟踪甘特图如何使用How to use Tracking Gantt charts
- 如何发现项目执行偏差How to find the deviation of project implementation
- 项目偏差后如何纠偏How to correct the project deviation
- 进度线的使用方法How to use the progress line
- 项目版本比较的使用方法How to use project version comparison
- 红绿灯的制作Production of traffic lights
- 工期差异预警Early warning of construction period difference
- 完成时间差异预警Completion time difference alert
- 项目交付物如何与任务关联How project deliverables relate to tasks
13.项目如何关闭 How to close the project
- 项目关闭的标准是什么Criteria of project closure
- 资源如何释放How to release resources
14.多项目管理方法（项目群）Multi project management method (project group)
- 资源库的使用方法How to use the resource library
- 跨项目的关联Cross project associations
- 主项目与子项目的概念
- 主项目与子项目的使用Use of main and sub projects Concept of main project and subproject
- 项目执行结果如何检查与统计How to check and count the results of project implementation
课程安排 Course Agenda：
09:00 - 12:00 培训课程上午部分
12:00 - 13:00 午休
13:00 - 16:00 培训课程下午部分
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