【课程背景】
项目管理日益受到人们的关注，成为一门新兴的重要管理学科。越来越多的组织和企业，大量经营突破、战略目标实现都是以项目形式进行的。企业的项目化管理是现代项目管理理论对项目和运作活动进行管理的技术和手段，它将传统的项目管理方法应用于全面的企业运作，是传统项目管理方法和技术在企业所有项目上的综合应用，冲破了传统的管理方式和界限。企业的项目化管理将项目观念渗透到企业所有的业务领域。
本课程以美国项目管理协会(PMI)的知识体系框架为基础，结合参训企业的学习目标和众多项目管理顾问的多年实践经验，通过系统的学习与互动研讨，结合参训公司的实际案例，Step by Step的进行剖析和演练，彻底掌握项目化管理的思维理念、工具和方法。
【课程对象】项目经理管理人员、职能部门人员、希望通过项目管理有效开展工作的人员等。
【课程时长】2天（6小时/天）
【课程大纲】
一、项目管理的整体框架
1、项目与项目管理介绍；
2、项目管理与日常运营的关系和区别；
3、项目实现企业目标的基本流程步骤
1）项目管理的五大过程组—启动、计划、执行、监控、收尾；
2）项目管理的十大管理要素
模拟游戏：造塔的项目给我们的启示
讨论：参训公司常见项目、复杂工作及其特点
1、项目经理的领导艺术，2、领导艺术特征
二、项目的立项与启动
1、互联网时代下企业的困境与挑战
2、项目目标制定——SMART原则及应用；
3、项目的阶段划分与里程碑计划；
讨论：以小组为单位编制参训公司的项目名称、目标及章程
4、项目经理的任命与组织地位
5、项目经理的作用、如何发挥艺术管理
6、项目经理的素质要求
7、项目经理的能力要求
三、项目范围与进度计划编制
1、项目范围管理与任务分解结构（WBS）的编制方法
分组演练：编制参训公司各小组项目的工作分解结构
2、项目的工作分解结构（WBS）原则及甘特图（Gantt Chart）运用
3、项目各任务间关系的分析及任务排序及排序方法
4、项目进度表编制及其重要方法
关键路径分析 案例：如何通过关键路径进行计划优化工期压缩方法
分组练习：编制你的项目的进度计划
四、项目活动的人员职责分派
1、基本的项目人力资源管理思路；
2、项目中的人员组成；
1）矩阵式的组织结构对项目的利与弊；
2）矩阵式的组织结构的考核模式选择与分析；
3）责任分派矩阵——RAM；
五、项目实施过程的关键报告；
1、任务跟踪与进展更新
操作演练：运用微软Project软件进行项目的进度跟踪；
案例分享：基于任务墙的项目报告与控制
作战室：如何通过全息可视化的方式管理大型项目；
2、会议与报告
站立开会、引导技术、会议空间
周报、月报的格式与要求
交通信号灯、Kanban方法；
六、干系人的在项目实施过程中的期望与沟通管理；
1、客户与最终用户的期望管理；
2、关键干系人的支持与参与；
案例分享：电影《红海行动》的敏捷作战法则
3、基于DISC行为风格的沟通策略；
视频：DISC4类女主角的风格，及其沟通对策；
七、项目收尾与总结；
1、项目的关闭与知识管理、经验教训总结
2、项目化管理思维提炼；
3、课程总结回顾与行动计划布置
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