一、课程简介
PMBOK®（美国项目管理协会全球发布的项目管理知识体系指南，是美国的国家项目管理标准）是经多国项目验证的、是在成千上万名有经验的项目经理们的帮助下，总结他们多年积累的实践经验和专业技术建立的，并在全球推广的项目管理最佳实践，PMBOK®知识体系也被国际标准化组织（ISO）采纳形成ISO21500：2012项目管理标准进行全球推广。PMBOK®最大的特点就是在端到端的项目生命周期基础上，真正架构出基于职能型或矩阵环境下的组织如何整合和协调资源进行有效的项目管理的一整套方法，帮助广大企业实现项目管理的目标，规避项目交付过程中的诸多风险。
本课程以PMBOK®知识体系第五版为基础，以PMBOK®五大过程、十大知识领域最佳实践方法、工具模板作为指导，基于实施项目交付生命周期过程，就项目立项、需求和范围、进度和质量、问题和风险、干系人和团队建设与沟通等关键环节帮助学员领会PMBOK®项目管理的先进理念，领会PMBOK®项目管理的环境因素，理解PMBOK®管理的五大过程和十大知识领域，并且能够根据PMBOK®标准的流程和知识体系了解最佳的项目管理流程和工具模板，包括项目组织结构、角色职责、工作流程、过程文档和工具、关键环节和成功的影响因素，最大程度的帮助学员将PMBOK®项目管理知识方法灵活应用在实际的项目实施工作中，有效的进行客户管理、有效的提高项目实施的进度、提高项目实施管理的成功率。培训过程中，讲师通过若干个案例帮助学员理解和掌握，同时穿插一些对学员反馈的问题的答疑过程。
通过学完此门课程，学员在理解PMBOK®项目管理知识体系和实施方法的基础之上，可以有针对性地分析自己所处的组织或项目在项目管理方面的现状，判断有哪些方面需要加以重点关注，从而在实际的工作中可以有的放矢，从关注项目全局的角度做好项目管理工作，大幅度提升项目管理的实操能力。
本次项目管理能力提升课程采用现场案例演练成果评估考核方式，设立“龙虎榜”分小组竞争，通过小组案例演练、成果展示和小组课堂互动回答问题“挣分”、讲师点评“评分”决出累计总分最高的“冠军小组”，项目发起人对“冠军小组”的每一个成员颁奖纪念，对团队未来寄语完成本次培训学习的最终考核。
二、课程对象及分组
系统集成实施项目经理、项目工程师、网络工程师、工程技术平台人员、其他需要提高的人员等，分成“金木水火土”5组，每组6-8人。
三、课程时间
2天，每天6小时
四、课程大纲
【课程收益】
- 提高组织项目管理文化氛围；
- 提高项目经理的项目管理意识；
- 提高项目经理的胜任能力；
- 提高项目团队的凝聚力；
- 提高成本预算的能力；
- 提高风险管理的能力；
- 减少项目进度的延误；
- 减少项目资源的浪费；
- 减少项目沟通协调成本；
- 有效的管理客户期望。
【课程大纲】
1项目及项目管理概述
1.1什么是什么项目？项目的特点是什么？
1.2系统集成实施项目的目标及成功标准是什么？
1.3 PMBOK®项目管理知识体系指南概述
1.3.1 PMBOK®五大过程组
1.3.2 PMBOK®十大知识领域
1.4系统集成项目实施生命周期与阶段管理
1.5总结：项目管理思维与方法的精髓
2基于PMBOK®知识的项目管理案例分析及实战演练
2.1项目的启动案例分析及实战演练
2.1.1识别项目干系人、设立项目组织
2.1.1.1制作干系人地图
2.1.1.2设计干系人管理策略
2.1.1.3干系人期望管理
2.1.1.4项目组织的组建
2.1.1.5制作干系人沟通矩阵
2.1.2定义项目目标及项目概述
2.1.2.1项目目标定义
2.1.2.2假设和约束定义
2.1.2.3项目产品描述
2.1.2.4项目方法定义
2.1.3关键工具模板和表格展示与答疑
2.2项目的规划案例分析及实战演练
2.2.1项目的需求及可交付成果规划
2.2.1.1需求分析和描述
2.2.1.2需求到可交付成果的规划（PBS\PFD\WBS）
2.2.2项目的进度、资源和质量规划
2.2.2.1编制项目整体进度计划
2.2.2.2编制项目工作包计划
2.2.2.3编制项目资源计划
2.2.2.4编制项目质量检查与评审计划
2.2.3成本及风险预算规划
2.2.3.1项目成本预算组成
2.2.3.2风险预算（风险储备金）的估算及其构成
2.2.4关键工具模板和表格展示与答疑
2.3项目的执行与监控案例分析及实战演练
2.3.1项目实施（安装部署初始化培训）关键节点与注意事项
2.3.2客户沟通、实施团队内部沟通的注意事项
2.3.3分包企业管理与沟通策略与管理机制
2.3.4实施进度控制与跟进方法
2.3.5实施风险识别与应对措施
2.3.6实施问题与质量缺陷应对措施
2.3.7实施变更控制策略及应对措施
2.3.8实施项目状态报告编制
2.3.9工具模板和表格展示与答疑
2.4项目的收尾案例分析及实战演练
2.4.1项目总结报告
2.4.2项目的验收及回款
2.4.3项目复盘与审计
2.4.4工具模板和表格展示与答疑
3项目经理项目管理软技能提升
3、看完整项目管理视频学项目经理领导力、团队建设与沟通技巧
3.1如何领导项目启动及展示沟通技巧
3.1.1如何确定项目任务目标？
3.1.2如何识别项目利益干系人？
3.1.3老师学员视频案例互动，老师讲解点评
3.2如何领导项目规划及展示沟通技巧
3.2.1如何确定关键任务和关键路径？
3.2.2如何进行资源的合理分配？
3.2.3如何确定和调优进度表？
3.2.4老师学员视频案例互动，老师讲解点评
3.3如何领导项目实施团队及展示沟通技巧
3.3.1如何组建和建设项目团队？
3.3.2如何进行团队之间有效的沟通？
3.3.3如何进行团队的管理？
3.3.4老师学员视频案例互动，老师讲解点评
3.4如何实施项目监控及展示沟通技巧
3.4.1项目绩效信息的获取、分析与预测
3.4.2项目控制机制及控制程序的设定
3.4.3项目偏差的矫正
3.4.4老师学员视频案例互动，老师讲解点评
3.5如何实施项目收尾及展示沟通技巧
3.5.1项目经验教训总结
3.5.2如何进行项目收益的评估？
3.5.3以庆祝的方式结束项目
3.5.4老师学员视频案例互动，老师讲解点评
4看视频学习与讨论项目经理谈判策略与技巧
4.1谈判的阶段划分（谈判就是谈恋爱的过程）
4.2谈判风格分析
4.3谈判策略与技巧分享
4.3.1第一部分：为了什么谈判？
4.3.2第二部分：谈判中的拉锯战
4.3.3第三部分：陷入僵局怎么办？
5、培训总结
5.1集中答疑
5.2小组派代表总结发言
5.3你学到了什么？下一步该怎么做？
5.4培训老师或组织方领导为获奖小组颁发奖品
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