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字幕列表 影片播放

  • I am really excited to finally share this video with you.

    我非常興奮終於可以跟你們分享這部影片

  • It took me quite a while to get everything right.

    這花了我好一陣子準備

  • So, you may be confused seeing a 1 hour video, with a title Simplified in it.

    所以你可能會困惑一個 1 小時長的影片,但其標題卻說是簡化過的

  • Don't be, just to set your expectations clearly this video has a lot of substance in it.

    不需要這樣,相信你的期待,這部影片確實有很多實質內容

  • It's not one of those cooking under 3 minutes videos.

    這不是那種 3 分鐘教你煮出好菜的影片

  • I am going to cover pretty much all the aspects of project management, be it project life

    我將講授涵蓋幾乎所有專案管理的面向,包括專案的生命週期

  • cycle, process groups, knowledge areas, WBS, scheduling, cost.

    流程群組、知識領域、工作分解結構、排程、成本

  • So, it's basically a 10 hour course condensed into 1.

    基本上就是濃縮 10 小時的課程至 1 小時

  • So, my mission with this mini-course is to make project management very easy to understand

    所以我在這個簡短課程中的任務是讓專案管理更容易

  • for you.

    被你理解

  • Essentially, project management is fun but more importantly it is very easy.

    基本上,專案管理除了有趣外,更重要的是還非常簡單

  • It's not a profession on its own.

    它本身並非是一種專業

  • It's not like accounting, auditing, or even consulting.

    它不像是會計、稽核或顧問

  • Project Management is a complementary discipline that helps you run your projects very easily.

    專案管理是一種輔助的概念,幫助你的專案運行的更順利

  • As simple as that.

    就如此容易

  • And the best part is pretty much all professionals be it an accountant or a chemist can benefit

    而最棒的是,所有專業人士,無論是會計師還是化學家都可以從中受益

  • from it.

  • So, who is this video for?

    那麼,這個影片是要給誰看的 ?

  • This video is for you if you want to learn how to manage your projects at work.

    這部影片是為了給那些想學習如何管理工作專案的人看的

  • So, it's applicable to every single professional I can think of.

    所以我想這適用於每一個專業領域

  • I have never seen any professional in my 10 year management consulting career who hasn't

    在我 10 年的專案管理顧問生涯中,我從未看過有哪一個職業不需要執行專案的

  • run a project.

  • It just so happens that sometimes they don't know they were managing projects.

    的確有時會發生他們其實不知道已經在管理專案了

  • But they were projects indeed.

    但它的確是專案

  • So, if you are looking for a simple enough framework to understand project management

    所以如果你有在找尋簡單的專案管理教材

  • and implement at work, then you are on the right place.

    套用在工作上,那你找對地方了

  • By the end of this video, I am confident that you'll be able to add Project Management

    在這部影片的最後,我敢保證你將能夠將專案管理這個技能

  • as a skill in your resume.

    加到你的履歷中

  • Also, this video is for you if you are preparing for your PMP exam, Once you finish this mini-course,

    此外,如果你正在準備 PMP 考試,這個影片是適合你的。一旦你完成這個迷你課程

  • the PMBOK guide will be a lot easier to understand.

    PMBOK 聖經將會更容易理解

  • See, the PMBOK guide is over 500 pages long.

    PMBOK 聖經有將近 500 頁

  • It's a very long book and quite boring I must say.

    它非常大本且我必須說讀起來相當無聊

  • Obviously, I can't share everything in this short video that exist in PMBOK guide.

    顯然我無法將所有出現在 PMBOK 聖經中的內容在這部影片中一一介紹

  • But if you watch this video without skipping, the PMBOK guide will be so easy to follow

    但如果你確實完成這部影片的收看,PMBOK 聖經對你來說將會很好懂

  • for you.

  • Because, it's all about understanding the fundamentals.

    因為你了解了所有基礎

  • Once you understand the fundamentals, everything else just becomes very easy to follow.

    一旦你了解了基礎,所有其他的東西都會變得很好懂

  • When I took my PMP exam, now around 6 years ago, I almost aced it.

    當我去考 PMP 測驗時,大約 6 年前,我幾乎滿分

  • I scored one of the highest points at that time.

    我得到那時的最高分

  • And the only reason why I scored so high was not because I spent 100s of hours studying,

    而我得那麼高分的唯一原因不是我花了 100 小時讀書

  • on the contrary, I just understood the fundamentals.

    相反的,我只是理解了所有基礎而已

  • And once you understand the building blocks, everything else just becomes so easy to follow.

    一旦你理解了結構單元,其他一切會變得很好懂

  • So, I suggest you watch the entire video without skipping, but if you are interested in learning

    所以我建議你看完整部影片,但如果你只對學習某些特定單元有興趣

  • certain elements only, then you can look at the description box for the index of the video.

    你可以直接看影片的檢索

  • Let's get started.

    我們開始吧

  • What is even a project?

    什麼是一個專案 ?

  • It definitely has a sexy tone to it right?

    唸起來有一種性感的語氣吧?

  • Project

    專案

  • I just love the way it sounds.

    我喜歡它被唸出來的聲音

  • I wonder how cool it must sound in French.

    我好奇如果用法文發音會有多酷

  • Proje

    專案

  • Well, project is a temporary endeavor to create a unique solution.

    專案是一個短暫需努力的目標,以創造獨特的解決方案

  • Yeah that's operations.

    喔 ! 那是活動

  • No Well, the difference between a project and

    不是的,專案和活動的差異是

  • operations is fairly simple.

    活動相當簡單

  • A project ends.

    專案結束

  • So, it's temporary.

    所以是短暫的

  • You implement your project, you close it, you create a unique product/service/ or whatever

    你執行你的計畫,然後結束它,你創造了獨特的產品 / 服務

  • outcome you wanted then you are done.

    或其他任何你想要的結果後就結束了

  • Whereas in operations, it's on-going and repetitive.

    對於活動,它是指進行中且重複地做的事

  • You may have also heard about the terms program and portfolio.

    您可能還聽說過計畫和作品集這 2 個名詞

  • Let me just quickly explain them here.

    讓我在這快速地解釋它們

  • Program is multiple projects put together.

    計畫是由很多地專案構成的

  • Combined.

    結合的

  • And Portfolio is similarly.

    而作品集非常相似

  • Multiple programs put together.

    是由很多的計畫組在一起

  • So, it's project, program, portfolio.

    所以,順序是專案、計畫、作品集

  • Now before I go further, and dive deep.

    在我更深入介紹之前

  • You need to understand something crucial.

    你必須要了解一些重要的事

  • To run any project, you need 2 methodologies.

    執行任何專案,你需要 2 種方法

  • The first one is a project life cycle and the second one is project management process.

    第一個是專案生命週期,第二個是專案管理過程

  • Most people confuse these 2.

    大部的人會混淆兩者

  • And if these are not clear, you can kiss the PMP certification goodbye.

    如果分不清楚兩者,你可以跟你的 PMP 證照說掰掰了

  • It's absolutely amazing how many content creators in YouTube confuse these two.

    非常驚訝的是很多教這些內容的 YouTuber 也會混淆兩者

  • They are not interchangeable.

    兩者之概念是不能互相取代的

  • You cannot afford to confuse a project life cycle with a project management process.

    你不能將專案生命週期與專案管理過程混淆

  • Don't worry I am going to make it very simple for you.

    不要擔心我將簡單講解此兩概念

  • Let's start with Project Life Cycle.

    我們先從專案生命週期開始吧 !

  • Project Life Cycle is unique to a project, to an industry, to your needs.

    專案生命週期對於一個專案、產業以及人們的需求是獨特的

  • It's highly customizable.

    是高度客製化的

  • Think of it like this; a human development is a project.

    想像假設一下,人類的發展是一個專案

  • So, your life cycle is; 1) Conceiving

    所以,你的生命週期是 1) 懷孕

  • 2) Birth 3) Childhood

    2) 生產 3) 童年

  • 4) Teenage hood.

    4) 青少年

  • Teenage hood.

    青少年

  • Is that a word?

    是這樣說嗎 ?

  • Teenaging?

    還是 Teenaging ?

  • 5) Adulthood 6) And death

    5) 成人 6) 然後死亡

  • Easy stuff right?

    簡單吧 ?

  • So, now if it was an IT project.

    所以,如果我們是指一個 IT 專案

  • I am not an IT but it would like something like this;

    我不是 IT,但我想它是這樣

  • High level design Detailed Design

    高層次設計、詳細設計

  • Coding Testing

    編碼測試

  • Installation And Turnover

    安裝及週轉

  • This is project life cycle.

    這是它的生命週期

  • The term cycle is a bit confusing here.

    週期這個詞在這會讓人混淆

  • Because, after you die, you don't get to be conceived again and be born again.

    因為當你死亡後,你並不會再藉由懷孕重新誕生一次

  • I think.

    我認為啦

  • But who knows.

    但誰知道

  • Or once you hand over the product to the client, you don't get to design it again.

    或一旦你交給客戶產品後,你不會再重新設計它一次

  • So, it's not actually a cycle.

    因此那並非是一個週期

  • It's just a confusing term they use.

    只是一個容易讓人混淆的詞

  • It's sequential.

    這是序列的

  • It's a sequential steps of various phases of a project.

    這是一個專案不同階段序列的步驟

  • And these phases are unique to your own project, and your needs.

    而這些階段對於你的專案、需求是獨特的

  • A project life cycle may have 1 phase or multiple phases like the examples I gave earlier.

    一個專案生命週期可能會有一個或多個階段,就像我之前提到的例子

  • There is no single way to define the ideal structure for a project.

    沒有一種方法可以定義出最好的專案結構

  • For example, one company may treat a feasibility study as first phase of a project, another

    舉例來說,有的公司會將可行性研究當作專案的第一階段

  • may treat it as a third phase, or another may not even include it.

    其他公司可能會把它當作第三階段,又或者甚至沒有包含這個階段

  • So, it's custom made.

    所以那是客製化的

  • I know I said multiple times, custom made, custom made,,, but you'll soon understand

    我知道我說過很多次,客製化,客製化 ... 但你將會明白

  • why I had to repeat it multiple times.

    我為什麼要重複那麼多次

  • Just be patient.

    有耐心一點

  • Ok, now let's talk about the 2nd element that you need to run any project.

    好,那我們來談第二個每個專案都會遇到的元素

  • And that's the Project Management Process, your process groups.

    就是專案管理過程,你的流程群組

  • See, if you are following PMI's Project Management Body of Knowledge, then your process

    你看,如果你遵照 PMI 的專案管理聖經的話,你的流程群組

  • groups aren't quite customizable.

    是非常不客製化的

  • The processes inside the group are, but not the process groups themselves.

    指的是在群組裡的流程,而不是指流程群組本身

  • You can't change their order.

    你不能改變它的順序

  • So, we have 5 process groups to learn here.

    所以,我們這裡有 5 種流程群組要學習

  • We have Initiation, planning, executing, monitoring and controlling, and closing.

    它們是啟動、計畫、執行、監測以及控制,然後是結案

  • These are kind of set in stone.

    這些是固定的

  • You don't play around with them that much.

    你不要試圖改變它們

  • Now, here is where all the confusion arises.

    現在有更多疑惑出現了

  • For those of you, who are interested in taking a PMP test, I will now tell you the single

    對於那些對 PMP 考試有興趣的人,我將要告訴你們

  • biggest reason why most test takers fail.

    一個沒有考過的最大的原因

  • And it's all because of confusing this, this what I am about to share.

    那就是搞混了這個概念,這是我為什麼要在這邊分享的原因

  • It's so confusing that even most of the content creators, most of the videos here

    這也是一些講授這方面內容的 YouTuber 或是 Blogger

  • in YouTube or the blog posts, or the books don't understand or explain it well enough.

    或是一些參考書容易混淆或講解不清楚的概念

  • Remember how we talked about the fact that Project Life Cycle is highly customizable.

    記得我們談論過專案生命週期是非常客製化的事實

  • Now, what we do in real life is, for small projects we simplify things.

    而我們在現實生活中所做的一些小專案,我們簡化了一些事情

  • Instead of attaching process groups to every single phase of the project life cycle, like,

    與其將流程群組附加於專案生命週期的每個階段

  • Conceivinginitiation, planning, execution, MandC, closing

    像是懷孕 ─ 啟動、計畫、執行、監測、控制、結案

  • Birthinitiation, planning, execution, MandC, closing

    生產 ─ 啟動、計畫、執行、監測、控制、結案

  • Etc Instead, in real life, we just attach the

    等等,在現實生活中取而代之的是,我們僅附加

  • process groups to a single phase project life cycle.

    流程群組於專案生命週期的單一階段

  • This makes things really easy to run the project.

    這讓一個專案可以簡單運行

  • Less complication.

    降低複雜度

  • I mean why make things more complicated than they should be right.

    我的意思是為什麼讓事情變得比他們應該做的更複雜

  • There is so much paper work involved.

    這裡有包括很多文書工作

  • But here is the confusing part, this doesn't mean that all of a sudden process groups became

    但這裡是令人困惑的部分,這並不意味著突然所有的過程群組都變成了專案生命週期

  • project life cycle.

  • Your project life cycle isn't initiation, planning, execution, MandC, and closing.

    你的專案生命週期不是啟動、計畫、執行、監測、控制、結案

  • If you don't get this right, I guarantee you that you will fail the exam.

    如果你不了解這個概念,我保證你不會通過考試的

  • Now we are going to talk about the process groups, and while I am explaining that, I

    現在我們將要來談過程群組,而當我在解釋時

  • will also run a project for you to demonstrate how it works in real life.

    我也同時會用一個專案舉例,讓你了解實際運用

  • But before I get there, I want to share something quickly with you.

    但在開始以前,我將要快速分享給你們

  • It's about PMP, If you are looking to get a PMP degree so you can advance in your career

    有關於 PMP,如果你有想要得到 PMP 證照,然後想著對於職涯可以加分,得到好的工作

  • and get better jobs, don't.

    千萬不要這樣認為

  • Don't do that.

    不要這樣做

  • It won't really help you as much as you think.

    這將不會有太大幫助

  • Learn project management, it's awesome.

    學習專案管理,這非常棒

  • Everybody should learn project management.

    每個人都要學專案管理

  • But don't you think that by getting a piece of paper, you'll get amazing jobs, That's

    但你不要想著得到一張證書,你就可以得到不得了的工作

  • not going to happen.

    這不可能發生的

  • It may even be detrimental.

    它甚至可能會幫倒忙

  • Because, PMI's project management is just a framework not a methodology, and even the

    因為 PMI 的專案管理只是一個框架,並非一個方法

  • terminology they use is very different than what most companies use internally.

    甚至使用的一些術語,與一般公司常用的非常不同

  • So, Instead of spending 100s of hours and a lot of money on a certificate that you won't

    所以,與其花 100 多小時和很多錢得到一個甚至你不會用的證書

  • even use, I suggest you check out my LIG program and let that program show you how you can

    我建議你參加我的 LIG 課程,讓它告訴你

  • achieve the career you deserve.

    如何在職場上得到你應該有的

  • It sounded a bit like an advertisement break but it's not.

    這聽起來像廣告,但不是

  • I am very passionate about my LIG program and the results are overwhelmingly positive.

    我對於我的 LIG 課程非常熱忱,而結果是非常正面的

  • Go to The Career Mastery.com and you'll see the link to register to LIG.

    去 The Career Mastery.com 網站,你可以看到註冊 LIG 課程的網址

  • Because, as I said most multinational firms have their in-house methodology to follow.

    因為我說過,大部分的跨國教學機構都有其內建的方法要先遵從

  • So, you'll have to unlearn a lot of things to learn their way.

    因此,你將會錯過很多其他可以學習東西

  • For example, my employer PwC Consulting has a complex methodology for every single work

    舉例來說,我的 PwC Consulting 雇主對於每一個工作有著非常複雜的研究方法要傳達

  • we deliver.

  • It's the best in the world and miles better than PMI's framework or Prince 2 methodology.

    它是世界上最好的,比 PMI 的框架或 Prince 2 方法更好

  • So, your future employer will have its own methodology as well.

    所以你未來的老闆也將會有自己的研究方法

  • But still, learn the fundamentals, learn everything I'll share in this video, PROJECT MANAGEMENT

    但是仍然,學習基礎以及我會在這部影片教的一切,專案管理棒透了

  • IS AWESOME.

  • It's an incredible practice but a certificate is debatable when you consider the investment

    這機會非常難得,但對於取得證書的投資確實是有待商榷的

  • vs reward equation.

  • You want to a better job?

    你想要一份更好的工作嗎 ?

  • that's not the way to go.

    那不是一個好途徑

  • You just don't know some of the hidden strategies to get better jobs, that's pretty much it.

    你只是還不知道還有一些隱藏的策略來取得更好的工作,非常多的撇步

  • And one final point on this, I have a pretty amazing bonus and guarantee.

    還有最後一點,我有非常讓你驚奇的獎勵以及保證

  • If you don't get the results or the jobs you want within 30 days, I will personally

    如果你沒有如願在 30 天內得到你非常想要的結果或工作,我將親自

  • work with you free of charge to get you to where you need to be.

    免費指導你成為你想要的

  • Ok, sorry for the break.

    好,為這個部分感到抱歉

  • I felt compelled to share that.

    我覺得有必要分享一下

  • Let's start with the first process group; and that's initiation.

    我們從第一個流程群組開始,那就是啟動

  • Let's do it.

    那就開始

  • To make things very grounded, I will use the construction of this boat as an example explaining

    為了讓這個概念好理解,我將要用建造船隻這個例子

  • the process groups.

    來解釋流程群組

  • I could give you examples from my work history.

    我可以給你我過去在工作上處理過的例子

  • Obviously, as a manager at PwC Consulting, I ran 100s of projects.

    身為一個在 PwC Consulting, PricewaterhouseCoopers 的經理,我遇過 100 多個專案

  • But it would create a few problems.

    但這會造成一些問題

  • 1) I am under strict client confidentiality agreements and 2 we don't use PMI's framework.

    1) 我簽署過嚴厲的保密協定而且 2) 我們並非採用 PMI 框架

  • We had our own internal methodology to follow.

    我們遵照自己內部的研究方法

  • So, I think using this boat.

    所以,我才需要用造船的例子

  • Designing and manufacturing this boat as an example will make it fun but at the same time

    以設計及造船為例子很有趣並同時

  • simple.

    簡單

  • Now, this applies to project management as well.

    現在它也適用於專案管理

  • For initiation process group, you have 2 important processes;

    對於啟動的流程模組,有 2 個重要的過程

  • First process is that you develop a project charter.

    第一個過程是建立一個專案章程

  • And 2nd process is you identify stakeholders.

    而第二個過程是識別利害關係人

  • Let's start with Project Charter Project charter is a fairly simple document

    我們從專案章程開始,它是一個非常簡單的文件

  • outlining a few things.

    概述一些事情

  • It's like mini project plan.

    就像是一個微型專案計畫

  • Very simple one though.

    非常簡單的一個

  • Essentially, you are finding an answer to; why you are doing what you are doing.

    重要的是,你在找尋你為什麼在做你正在做的事情的答案

  • So, in my case, if I have to develop a project charter for building this boat, it would include

    所以,以造船的例子來說,我需要先建立一個專案章程,包括

  • my objectives, scope, rough idea for the cost and time, key stakeholders and milestones.

    我的目的、範圍、粗略的金錢及時間花費、關鍵利害關係人以及里程碑

  • That's pretty much it.

    它還有很多

  • At the initation stage, you don't want the document to be very detailed.

    在啟動階段,你不會想要非常詳細的文件

  • We need the details later for planning stage.

    細節將會在等下的計畫階段

  • Speaking of later stages, can you do me a favor, if you liked the video so far, can

    講到等下的階段,幫我一個忙,如果你目前為止喜歡這部影片

  • you please subscribe to my channel.

    請你按一下訂閱

  • Because if you don't YouTube will not show my future videos to you.

    因為如果你沒有按的話,你將不會在 YouTube 看到我未來的新影片

  • So, in your case, your project charter may be as simple as explaining why you consider

    所以在你的例子裡,你的專案章程將會很簡單,如同解釋你為什麼要拓展海外市場

  • the expansion to foreign markets, why you are considering building that new factory.

    為什麼你要建新廠

  • I'll repeat once more.

    我將再重複一次

  • This is not the time to go into huge details.

    這時候還不需要太多細節

  • Talk about the business case and maybe high level project objectives, major deliverables,

    談論商業上的案子或是高階的專案目標、主要的交付物

  • and roles and responsibilities.

    以及角色與責任

  • But I'd like to emphasize something here.

    但我要在這裡強調一些事

  • If your project isn't a very large one, try to stay away from having too many details

    如果你的專案不大,試著不要加入太多細節

  • in it.

  • Then you would ask, why do it?

    然後你可能會問,為什麼這樣 ?

  • I mean if it's not detailed nor comprehensive, it doesn't have much information.

    我的意思是如果沒有太多細節也不全面,它沒有太多訊息

  • Why even waste time to prepare it?

    那幹麻浪廢時間準備它 ?

  • And if you asked that, it would be a very smart question.

    如果你有這個疑問,那將是一個非常聰明的問題

  • The reason we do that is to have a buy-in.

    我們這樣做的原因是為了買入

  • Support from the leadership to spend more time and maybe money to properly plan it.

    來自領導階層的支持,以提供更多的時間及金錢好更適當的策劃它

  • I mean, as a principle, are youMY DEAR PROJECT SPONSOR- ARE YOU fine with me exploring

    我的意思是,原則上,你是 ─ 我親愛的專案贊助者 ─ 你是否同意讓我再繼續深入探索這個專案

  • this project a bit more?

  • It's a checkpoint.

    這是一個查核點

  • Your project sponsor may not want this project at all in the first place.

    你的專案贊助者可能根本就不想要這個專案

  • If they say no, you don't start planning.

    如果他們說不要,你就不要開始策畫

  • And my friends, planning is no easy task.

    我的朋友們,策畫從來就不是很簡單的任務

  • So, it's a great opportunity for the senior leadership to kill the project early on before

    所以這就是一個讓領導階層儘早剔除這個專案的好機會

  • you spend so much time planning a project that will just end up being a waste.

    在你開始準備要花大把時間策劃一個根本就是一個垃圾的專案以前

  • Maybe they don't want to expand into a new market, maybe they don't want to have that

    或許他們根本就不想要擴張新市場,或許他們就不想要蓋那個新廠

  • new factory.

  • So, they kill it off early on.

    所以他們會提早剔除那些專案

  • But I want to open a deep note here.

    但在這邊我想要記錄一下

  • And contradict myself a little.

    與我自己有點矛盾

  • What you need to do, or how much detail you want to include for each process group including

    你需要做什麼或者每個流程群組要做到包含多少的細節,包括啟動

  • initiation heavily depends on your project needs, project scale, and industry.

    取決於你的專案需求、規模和行業

  • So, if a project is as say creating International Space Station (ISS) obviously your initiation

    所以,如果一個專案是建立國際的太空站 (ISS) 顯然你的啟動階段

  • will include a lot more details.

    將會包含很多細節

  • It'll be almost like high-level planning.

    這幾乎就像是高階策畫

  • And the reason for that is because planning such a project, of International Space Station

    這樣做的原因是策畫這樣的專案,建立一個國際的太空站

  • is over 10 billion dollars.

    要花費超過 100 億美元

  • Just the planning.

    只是策畫

  • So, it will require you to present a lot more information to your project sponsor to get

    因此,它需要你向專案贊助者提供更多的信息

  • an approval for a “go-ahead”.

    對於再進一步的核准

  • Ok, I hope so far so good.

    好的,我希望到目前為止一切順利

  • Let's move on.

    我們繼續

  • The 2nd process for initiation process group is Stakeholder Identification.

    第二個啟動的流程群組是識別利害關係人

  • At this stage, you will again keep it very simple.

    在這個階段,你將再次讓它非常簡單

  • You will not categorize all the stakeholders based on their influence.

    你不會在這根據所有利益關係人的影響力對他們進行分類

  • You'll do that later in planning.

    你將會在策畫那一步再開始做

  • Now, as I mentioned before, we just want to know if we should proceed or not.

    現在,正如我之前提到的,我們只是想知道我們是否應該繼續

  • It's a checkpoint.

    這又是一個查核點

  • So, all you do is, create an excel list and list down various stakeholders that you will

    所以,你要做的就是創建一個 excel 列表,並列出重要的各種利益關係者

  • engage with.

  • The fancy name for this is Stakeholder Register.

    這個列表我們叫它利害關係者名冊

  • In my case, my stakeholders will be; My wife.

    以我的例子來說我的利害關係者就是我太太

  • She'll be my sponsor.

    她將是我的贊助者

  • Then my neighbors because I'll do a lot of hammering, and drilling.

    再來就是我鄰居,因為我會做很多錘擊和鑽孔

  • So, I'll make a lot of noise.

    所以我將產生很多噪音

  • Therefore, I need to include them as my stakeholders.

    因此,我需要將他們作為我的利益關係者

  • For most projects, your primary stakeholder is your project sponsor.

    對於大多數專案,你的主要利益關係者是你的專案贊助者

  • Who is your sponsor?

    誰是你的贊助者 ?

  • Who gives you the go or no-go?

    誰授權你繼續或不要繼續 ?

  • Who is the project manager?

    誰是專案管理者 ?

  • Who are going to be part of the project team?

    誰又會是成為專案團隊的一份子 ?

  • Who are going to be part of project management team?

    誰將成為專案管理團隊的一員?

  • Ok, now we have the project charter and project stakeholder register we can move on to planning.

    好的,現在我們有專案章程和專案利益關係者註名冊,我們可以繼續進行規劃

  • Of course provided that you secure the approvals.

    當然,前提是你獲得了批准

  • Now, we have initiated the project, we got our approvals, and it's time to plan it.

    現在,我們啟動了該專案,獲得了批准,是時候進行規劃了

  • Plan the project.

    策劃專案

  • Planning is a lot more detailed and comprehensive than initiation.

    策劃比起啟動更加詳細和全面

  • We are going to need to talk about some knowledge areas.

    我們需要談談一些知識領域

  • So, I suggest you take a break now.

    所以,我建議你現在休息一下

  • Pause the video, go get a cup of coffee, refresh yourself and come back when you are ready.

    暫停影片,去喝杯咖啡,刷新自己,準備好後再回來

  • Or you can just bookmark this video, and watch it when you are on top of your focus.

    或者你可以為此影片加書籤,並在你關注焦點時進行觀看

  • Ok?

    好了嗎 ?

  • Let's start.

    開始吧 !

  • So, with planning, we are looking to find answers to 3 main questions;

    因此,透過規劃,我們希望找到 3 個主要問題的答案

  • What are we going to do?

    我們要做什麼?

  • How are we going to do it?

    我們要怎麼做呢?

  • How to know when the project is done?

    如何知道專案何時完成?

  • At the end of the planning process, you'll end up with a comprehensive Project Plan.

    在規劃過程結束時,你最終將獲得全面的專案計劃

  • And this project plan will include a few items; So, it'll include; requirements, and scope.

    該專案計劃將包括一些項目,所以,它將包括要求和範圍

  • Work Breakdown Structure (or as we call it WBS)

    工作分解結構 (或叫作 WBS)

  • We'll have schedule, some form of a timelines, Then, We'll have cost and budget

    我們將會有時間表,某種形式的時間表,然後,我們將有成本和預算

  • And Quality.

    和品質

  • For those PMP takers, let me put a disclaimer here.

    對於那些 PMP 推崇者,讓我在這裡放一個免責聲明

  • PMBOK guide includes more processes with their inputs and outputs.

    PMBOK 聖經含更多具有輸入和輸出的流程

  • I am simplifying things for you here.

    我在這裡為你簡化了一些事情

  • Let me repeat, if you plan on taking the test based on only what I share with you here,

    讓我再說一遍,如果你打算僅根據我在這裡與你分享的內容應試

  • you'll fail.

    你將會失敗

  • I am simplifying everything for you so you can grasp the fundamentals.

    我正在為你簡化一切,以便讓你掌握基本原理

  • Once you understand these fundamentals, everything else will be so easy for you.

    一旦你理解了這些基礎知識,其它一切對你來說都很容易

  • Let's get going with; requirements, Collecting requirements is all aboutunderstanding

    我們從要求開始吧,收集要求就是

  • what stakeholders want”.

    了解利害關係者要什麼

  • I mean what do you really want?

    我的意思是你真正想要的是什麼?

  • If you remember, we did this with the project charter, right?

    如果你還記得,我們​​是透過專案章程做到的,對吧?

  • So, we'll just take the project charter and give it more details and specifications.

    因此,我們將利用專案章程,並加註更多細節和規格於

  • what we wrote in project charter, and give it more details.

    我們在專案章程中寫了什麼,並給它更多的細節

  • See, in my boat building project this is super easy as I only have a few stakeholders that

    你看,在我的造船專案中,這非常簡單,因為我只有少數的利益關係者

  • matter.

  • Me and my wife.

    我和我的妻子

  • But if this was a very large project, then you'd have to have a meeting with those

    但如果這是一個非常大的專案,那麼你必須與那些主要的利益關係者進行會議

  • primary stakeholders and make sure you include their requirements in the plan.

    確保有將他們的要求納入計畫中

  • How do you know who the stakeholders are?

    你怎麼知道利益關係者是誰?

  • Well, remember the stakeholder registry?

    那麼,還記得利益關係者名冊嗎?

  • See, This isn't a very easy task.

    你看,這不是一件容易的事

  • I mean collecting requirements is the easiest part.

    我的意思是收集要求是最簡單的部分

  • But the difficult part is maintaining your sanity.

    但困難的部分是持續保持你的理智

  • Because, the moment you start gathering requirements, then everybody is going to want to have the

    因為,當你開始收集要求的那一刻,每個人都會想要擁有最好的一切

  • best of everything without consideration for budget, quality, or schedule.

    而不顧預算、品質與排程

  • And they'll have contradicting requirements.

    而且他們會有互相矛盾的要求

  • There'll be clashes.

    會有衝突

  • And especially at this stage, you don't even know the budget or quality or schedule

    特別是在這個階段,你甚至還不知道預算、質量或排程時

  • yet.

  • So, you need to somehow gather the requirements based on your assumptions.

    因此,你需要以某種方式根據你的假設收集要求

  • And that's no easy task.

    這不是一件容易的事

  • If my wife comes up to me and says, hey let's buy you a new car!

    如果我太太來找我並說,我們來給你換一輛新車吧 !

  • It's time.

    是時候了

  • She asks What car do you want?

    她問你想要什麼車?

  • The first car I'll say, I want Porsche 911 GT3.

    我會說的第一輛車,是保時捷 911 GT3

  • I won't consider the family budget, or maintenance expenses.

    我不會考慮家庭預算或將來維護的費用

  • I'll just say what I want.

    我只是說出我想要的東西

  • That's how it is in project management as well.

    這在專案管理中也是一樣

  • When you ask what your stakeholders want, they'll shoot for the moon,.

    當你問你的利益關係者想要什麼時,他們會異想天開地提出想要的

  • So, as a project manager, you have to keep things on the leash and explain people that

    所以,作為一名專案經理,你必須明確界定事情可行與否並向人們解釋

  • there are always trade-offs in life.

    人生總是會有權衡取捨

  • Just a small tip here; when you are collecting requirements, there are so many methods available

    這裡只是一個小小的訣竅,當你收集要求時,有很多方法可提供給你

  • to you; you can do 1 on 1 interviews, you can apply Delphi technique, you can do nominal

    你可以做 1 對 1 的採訪,你可以用德爾菲法,你可以用名義群體法或其他方法

  • group technique or other methods.

  • If you ask me, and if you can, just stick to a good ol' meeting.

    如果你問我,如果可以的話,只要選擇參加一個適當的會議就好

  • Get everyone in a room or on a teleconference and gather the requirements collectively.

    讓每個人參與同一個會議或用電話會議的方式,集體收集要求

  • If you do interviews 1 by 1, then you'll have a lot of contradicting requirements at

    如果你是做 1 對 1 的採訪,你會手上會有很多矛盾的要求

  • your hand.

  • Get everyone together, and let them argue let them fight, but the end you'll have

    聚集大家,讓他們互相爭辯、讓他們互相戰鬥,但最終你會有

  • your requirements set in stone.

    你們最終的要求

  • Next process is Defining the Scope Defining the scope is all about what is and

    下一個流程是定義範圍,定義範圍是關於專案中應該包含什麼

  • what is not included in the project.

    與不應該包含什麼

  • Just like the term; scope

    就像範圍這個名詞

  • You can only see limited things looking through a scope.

    您只能透過範圍查看有限的內容

  • To do that, we need a few documents, we need the Project Charter

    為此,我們需要一些文件,我們需要專案章程

  • The one we did during initiation.

    我們在啟動期間所做的那個

  • Then we need the requirements document the one we just finished and any other information

    然後我們需要要求文件,我們剛剛完成的那個以及任何其他信息

  • we can collect about risks, assumptions, and constraints to define the scope.

    像是風險、假設以及限制來界定範圍

  • Now, defining the scope is one of the most important processes.

    現在,定義範圍是最重要的流程之一

  • Because what happens in reality is, weak project managers, include everything in the project

    因為現實中發生的是,不好的專案經理,會將所有事情包含進專案要求文件

  • requirements document and also in the project scope.

    以及專案範圍中

  • So, as a result your project plan just becomes an impossible plan to execute.

    結果導致你的專案規劃成為一個不可能執行的計劃

  • It's actually their fault.

    這的確是他們的錯

  • If they stood up to project stakeholders during planning, the execution would go very smooth.

    如果他們在規劃期間專注於利益關係者的要求,那麼執行將會非常順利

  • So, when you are doing your scope statement, please bear in mind that what you put in there

    所以,當你在做專案範圍聲明時,請記住你放在那裡的東西

  • you'll be responsible to execute.

    就有責任要執行

  • Try not to go overboard.

    盡量不要過於誇大

  • Your project scope statement may include product scope, project scope, your deliverables, product

    你的專案範圍聲明可能包括產品範圍、專案範圍、可交付物

  • acceptance criteria, what is not part of the project, constraints and assumptions.

    產品可接受範圍、不包含在專案的事情、限制或假設

  • The more specific you get the better it is.

    越是具體越好

  • You shouldn't include anything that is open to interpretation.

    你不應該包括任何有其他解讀的東西

  • Now, we are done with our project scope, let me introduce you to Scope Baseline.

    現在,我們完成了專案範圍,讓我向你介紹範圍基準

  • What is this now?

    這是什麼?

  • Scope Baseline.

    範圍基準

  • So, scope baseline is composed of 3 things; 1) Scope statement

    範圍基準由 3 個部分組成 ;1)範圍說明

  • 2) Then, we need Work Break Down Structure.

    2) 然後,我們需要工作分解結構

  • I'll refer to it as WBS from now on.

    從現在開始我會把它稱為 WBS

  • 3) And finally we need WBS Dictionary.

    3) 最後我們需要 WBS 字典

  • Don't worry, these are very simple stuff.

    別擔心,這些都是非常簡單的東西

  • And in fact, WBS is really fun to do.

    事實上,WBS 真的很有趣

  • Ok, since we already have the scope statement, let's move on with WBS then.

    好的,既然我們已經有了範圍聲明,那麼讓我們繼續進到 WBS

  • Now, I want to stop you for a second and make an announcement here.

    現在,我想暫停你一秒鐘,並在這裡宣布

  • You can't afford to misunderstand WBS.

    你不能誤解 WBS

  • Work Breakdown Structure is almost the core of project management.

    工作分解結構幾乎是專案管理的核心

  • Whatever project methodology like Prince 2 or framework like PMI's you use, you'll

    無論像 Prince 2 這樣的專案管理方法,還是像 PMI 這樣的框架,

  • always have some form of Work Breakdown structure.

    都有某種形式上的工作分解結構

  • it's important, REALLY really important.

    這很重要,真的非常重要

  • You can't afford to misunderstand this part.

    你絕對不能誤解這一部分

  • So, I suggest you take another break now.

    所以,我建議你現在再休息一下

  • Go get some fresh air and come back when you are ready.

    去呼吸新鮮空氣,準備好後回來

  • Good.

  • So, before I start creating a WBS for the boat project, let me tell you what it is;

    所以,在我開始為造船專案建立 WBS 之前,讓我告訴你它是什麼

  • The WBS breaks the project into smaller and more manageable pieces.

    WBS 為將專案分解為更小,更易於管理的部分

  • It's a top-down effort.

    這是一項從上至下的努力

  • You basically just decompose your deliverables.

    你基本上只是分解你的可交付物

  • Then we call them Work Packages.

    然後我們稱他們為工作包

  • Now, I want to highlight one more important thing here.

    現在,我想強調另一件重要的事情

  • If you are strictly following PMI's framework, then work Packages have to bethings”.

    如果你是 PMI 框架的嚴格遵從者,那麼你所理解的工作包必須是「事物」

  • They can't be actions.

    他們不能是行動

  • They need to be deliverables, they can be documents, or a building, completed deliverables.

    它們需要是可交付的成果,可以是文件,也可以是建築物,已完成的可交付成果

  • things

    事物…

  • You know

    你知道的…

  • Completed things

    已完成的事情…

  • Not actions.

    不是行動

  • In practice though, this isn't usually how things are done.

    但在實際上,通常情況並非如此

  • Most people use a hybrid model, their work breakdown structure contains, deliverables

    大多數人使用混合模型,他們的工作分解結構包含,可交付的成果

  • but also even tasks.

    甚至是任務

  • So, if you are not taking the test, then just use whatever you want.

    所以,如果你沒有要考試,那就用你想要用的任何東西

  • Whatever makes you feel comfortable and whatever allows you to see the project as a whole.

    無論是什麼讓你感到舒適或什麼讓你可以看到整個專案的東西

  • How deep you go in levels is all about an answer to the following question?

    你的程度將完全取決於你是如何回答以下問題的

  • Can you confidently estimate the cost and time requirements of that work package?

    你能否自信地估計該工作包的成本和時間要求?

  • Can you say it'll take 1 week or 1,000 dollars?

    你能說它需要 1 週或 1000 美元嗎?

  • Can you answer that questions?

    你能回答那些問題嗎?

  • If you can't then you need to break it down further to activity level until you can make

    如果你不能,那麼你需要將它進一步分解成活動,直到你能夠做到

  • some cost and time assumptions.

    花費及時間的估算

  • For example, when I look at this boat, I can't say how long it will take to finish it.

    例如,當我看到這艘船時,我說不出來要完成它需要多長時間

  • But I can estimate how long it will take to laminate it, or do the wood work, etc.

    但我可以預估它需要花多長時間層壓,或者其木工要花多久等等

  • So, go as deep as you need to go.

    所以,有需要的話,盡可能深入

  • So, let's do it.

    那麼,我們來做吧 !

  • Let's do the WBS,.

    開始做 WBS

  • You start with the project name as level 1, and then you segment your project into various

    首先將級別 1 作為專案名稱開始,然後將專案分解為各種工作組成

  • work components.

  • So, in my case, my segments are; Design, Manufacturing, Electronics, Rigging

    所以,就我的例子而言,我的結構組成是;設計、製造、電子,索具

  • (rigging is the mast, sails, lines, the whole thing), and Testing,

    (索具是指桅杆、帆、線組合成的整個東西) 和測試

  • Then we need to put labels on them.

    然後我們需要在它們上面貼上標籤

  • So these can be 1.1 for design, 1.2 for manufacturing, 1.3 for Electronics and so on and so forth.

    因此,設計可以是 1.1,製造可以是 1.2,電子可以是 1.3,依此類推

  • Now this is still too high level right?

    現在這個層級還是太高是吧?

  • When I look at this graph, can I estimate the cost or the schedule?

    當我查看此層級圖表時,我可以估算成本或時間表了嗎?

  • Can I say for example, how much it'll cost me to design the project?

    我可以說,例如,設計這個項目需要花多少錢了嗎?

  • No.

    還不行

  • This means we need to break it down further.

    這意味著我們需要進一步細分

  • Now for project this small, I don't need sub segments, but keep in mind that in your

    現在對於這個小專案,我不需要細分成子段,但要記住在你的專案中

  • project you may need to put in sub segments to break it down more clearly.

    你可能需要細分成子段來更清楚地分解它

  • So, let me start attaching my work packages; Now, for design;

    那麼,讓我開始附上我的工作包;現在,為了設計

  • My work packages are; - Find actual IMOCA 60 design.

    我的工作包是 ─ 找到實際的 IMOCA 60 設計

  • But Deniz, you said no activities, it had to be things.

    但是 Deniz,你不是說不能有活動,工作包必須是事情

  • Ok, you are right, let's rename it; “Acquired IMOCA 60 design”.

    好的,你是對的,讓我們重新命名工作包為「獲得 IMOCA 60 設計圖」

  • Good?

    好嗎 ?

  • - Design adjusted for scaling down.

    - 設計為了縮小規模而調整

  • You can't just take a design for a 20 metre boat and then manufacture a 1.5 metre version.

    你不能拿 20 米的船隻設計圖,然後製造一個 1.5 米的版本

  • It won't sail well.

    它將不會很好航行的

  • So, I need to increase the volume.

    所以,我需要增加體積

  • - Final design completed.

    - 最終設計完成

  • This is actually where I actually design it or modify the design I have.

    這才是我實際設計的或修改我現有設計的地方

  • There is actually one more thing here.

    這裡還有一件事

  • I actually have to know how to design.

    我實際上必須知道如何設計

  • I had to read a few books here.

    我不得不在這裡讀幾本書

  • So, for manufacturing; my work packages are; First work package is decide on materials

    對於製造;我的第一個工作包是決定材料

  • 2nd work package procure them 3rd work package is I need frames.

    第二個工作包是購買材料,第三是我需要建立框架

  • Then, I'll create sub segments here.

    然後,我將在這裡建立子項目片段

  • - Framing the hull - And framing the deck

    - 建立船體框架 - 並構築甲板

  • Then another work package, is that I need to laminate.

    然後另一個工作包是,我需要層壓

  • Again 2 sub segments here; Laminate the hull and laminate the deck

    這裡再分 2 個子項目片段,層壓船體及層壓甲板

  • Then another work package here is, deck assembly, I need to assemble the hull and deck together.

    然後這裡的另一個工作包是甲板組裝,我需要將船體和甲板組裝在一起

  • The final work package as part of manufacturing is Cosmetics;

    作為製造的一部分,最終的工作包是裝飾

  • Cosmetics include sanding and painting.

    裝飾包含拋光及上漆

  • Now, let's move on to Electronics; First work package is; decide on components

    現在,讓我們移到電子設備;第一個工作包是決定組件

  • and procure them.

    並採購它們

  • I'd like to merge them under one work package as I can easily estimate the cost and time

    我想將它們合併到同一個工作包中,因為我可以輕鬆估算需投資的成本和時間

  • investment at this level.

  • Second work package is; assembly.

    第二個工作包是組裝

  • Next move on to next segment, rigging.

    接下來進到下一個階段,索具

  • Rigging is this whole part, the mast, the boom, sails; mainsail and jib or genoa, then

    索具是指桅杆、吊桿、帆;主帆和三角帆或大帆

  • shrouds, mainsheet, the battens, the whole thing.

    然後是整流罩、主板、板條,以上所有東西

  • For this segment, my work packages are; 1) Decide and procure items on the material

    對於這一部分,我的工作包是 1) 決定和採購材料清單上的項目

  • list.

  • Again, because I can estimate easily, I don't need to break it down further.

    同樣,因為我可以輕鬆估算,我不需要進一步分解

  • 2) Electronics installed Next segment is Rigging.

    2) 電子設備安裝的下一部分是索具

  • Now, for rigging.

    索具的部分

  • I need to decide on materials and procure them again.

    我需要決定材料並再次採購

  • Then obviously I need to install the items.

    然後顯然地我需要安裝這些項目

  • Now for testing; I need to test the electronics, the rigging,

    然後是進行測試;我需要測試電子設備及索具

  • and I need to have a pool trial to make sure it floats and no water goes inside, and if

    我需要到水池進行測試,以確保它能漂浮,不會進水,而如果一切無恙

  • all is fine, then I'll have the sea trials.

    我將會到海上進行試驗

  • I just want to repeat one more thing here OK, now we finished creating our WBS.

    我再重複一遍好了,現在我們完成了 WBS 的建立了

  • I want to know talk about the importance of this document once more

    我想再次談談這份文件的重要性

  • Everything happens after WBS in our planning process group is directly related to WBS.

    在我們策畫流程群組中的 WBS 將直接與 WBS 相關

  • For example, project costs, schedule, risks, everything is calculated by using this chart.

    舉例來說,專案的花費、時程、風險,所有事情將會以這個表格計算

  • We do not calculate the costs or the schedule for a project as a whole.

    我們無法計算整體專案的花費或時程

  • We do that at work package level using the WBS.

    但我們可以使用 WBS 以工作包的方式達到

  • Before we move on to other processes, I want to remind you of something I mentioned earlier.

    在我們繼續討論其他流程前,我想再提醒一下我之前提到過的事情

  • Do you remember Scope Baseline?

    你還記得範圍基準嗎?

  • Hmm?

    嗯 ?

  • Do you remember what it was consisted of?

    你還記得它是由什麼組成的嗎?

  • Let me just remind you once more; 1.

    讓我再次提醒你,1

  • It's project scope statement 2.

    專案範圍聲明,2

  • WBS 3.

    WBS,3

  • And WBS Dictionary We covered the first 2, and it's time for

    WBS 字典。我們將包含第 1 和第 2 個

  • the WBS dictionary.

    是時候說到 WBS 字典了

  • Once we have it, then our project scope baseline is completed.

    一旦我們完成它,那麼我們的專案範圍基準就完成了

  • Ok, what's this dictionary thingy.

    好的,這本字典是什麼東西

  • Imagine this, if we don't define these work packages properly, then we are prone to a

    想像一下,如果我們沒有適當定義這些工作包,那麼我們就容易出現

  • scope creep.

    範圍蔓延

  • What is scope creep?

    什麼是範圍蔓延?

  • Scope creep is basically, scope extending its boundaries.

    範圍蔓延基本上是,範圍擴展至其邊界

  • Remember the Porsche 911 GT3 that I wanted from my wife?

    還記得我想從我妻子那裡得到的保時捷 911 GT3 嗎?

  • So, that Porsche 911 GT3 becomes GT3 RSbasically a higher model.

    保時捷 911 GT3 成為 GT3 RS ─ 基本上是更高的車型

  • So, if you don't control and keep the leash scope keeps on expanding.

    因此,如果你不控制並保持在可接受區間,範圍將不斷擴大

  • Stakeholders will always push you to do more by stretching your scope.

    利害關係人總是會透過擴大你的範圍來促使您做更多事情

  • So, as a project manager, you have to prevent it.

    因此,作為專案管理者,你必須預防它

  • Especially in the planning stage, because, once the planning is over, you have to execute

    特別是在規劃階段,因為一旦規劃結束,你就必須執行

  • it.

  • In simple terms, WBS dictionary is what puts a definition to every single work package,

    簡單來說,WBS 字典就是為每個工作包定義一個界線

  • as a result, scope can't be stretched.

    致使,範圍無法無限延伸

  • Now, I am going to talk about Time management, and Cost management.

    現在,我將談談時間管理和成本管理

  • For those of you who are preparing for a PMP test, you'll know that there are few more

    對於那些正在準備進行 PMP 考試的人來說,你會知道還有更多知識領域

  • knowledge areas including human resources, communications, risk management, quality,

    包括人力資源、溝通、風險管理、品質

  • and procurement.

    和採購

  • I am not going to cover them here for a few reasons.

    由於以下一些原因,我不打算在這裡談到它們

  • 1) I don't think they need explanation.

    1) 我不認為它們需要解釋

  • They are fairly easy to understand once you read the PMBOK.

    它們相當簡單,只要讀 PMBOK 就可以理解

  • And 2) They are very intuitive.

    而且 2) 它們非常直觀

  • You don't need me to teach you about procurement or human resources.

    你不需要我來教你有關採購或人力資源的概念

  • The only exception to this is Risk Management.

    唯一的例外是風險管理

  • That's not very easy.

    那不是很容易

  • But I won't talk about risk management here because I will probably have a dedicated video

    但我不會在這裡討論風險管理,因為我可能會有專門談論風險管理的影片

  • on it.

  • I don't want to spend an hour running risk management simulations here.

    我不想在這花一個小時進行風險管理的模擬演練

  • Plus, for most of you running small projects you don't factor in risk management anyways.

    此外,對於大多數執行小型專案的人來說,還不需要考慮風險管理

  • I mean you are aware of the risks, but you don't go out of your way to spend a week

    我的意思是你即使有意識到風險,但是你不會為此花一週的時間

  • on preparing risk registers.

    準備風險名冊

  • So, I'll focus onin my opinionmore essential ones here;

    所以,在我看來,我會專注於這裡更重要的一些概念

  • Alright, let's continue, let's continue with time management.

    好吧,讓我們繼續,繼續我們的時間管理

  • Now we need to go back to our WBS.

    現在我們需要回到我們的 WBS

  • And start giving estimates for how long a particular work package will take.

    並開始估計完成特定工作包將花費多長時間

  • Here's an important point for you.

    這對你來說非常重要

  • If you can't confidently estimate how long a work package will take to complete, then

    如果你無法很有自信地估計完成一個工作包需要多長時間

  • you should break down your WBS further to activity level.

    那麼你會需要再分解你的 WBS 到活動層級

  • This part is fairly easy and fun to do.

    這部分非常簡單有趣

  • You just need to sit down with your project team and start giving your assumptions.

    你只需要坐下來與你的專案團隊開始提出你們的假設

  • Once you are done estimating these, the other fun part starts, and that's putting them

    當你完成了這些評估,另一個有趣的部分就開始了

  • in a sequence.

    那就是將它們排序

  • Now, for PMP takers, you need to resort to PMBOK guide for boring details of Finish to

    現在,對於那些 PMP 聖經的推崇者,你需要求助於 PMBOK 指南,以獲取有關結束至開始

  • start, start to finish, etc.

    開始至結束等等的詳細訊息

  • In reality, in practice, we do it with help from MS Projects.

    實際上,我們藉由專案管理軟體 MS Projects 的協助來完成此步驟

  • It makes things very easy to layout.

    它讓事情可以容易的被層列出來

  • It also gives us the critical path which is one of the things you need.

    它還為我們提供了關鍵途徑,這是你所需要的東西之一

  • For everyone else who are managing relatively smaller projects, you don't even need MS

    對於管理相對較小專案的其他人來說,甚至不需要 MS Projects 軟體

  • Projects software.

  • All you need at this stage is a Gantt Chart.

    在這個階段你只需要一個甘特圖

  • Gantt chart is awesome.

    甘特圖超好用

  • It makes things so simple.

    它使事情變得如此簡單

  • Gantt chart is a very easy way to list activities or work packages in a suitable time scale.

    甘特圖是一種可以在合適的時間範圍內列出活動或工作包的簡單方法

  • Each work package or activity is represented by a bar and the position and length of the

    每個工作包或活動都由一個條狀圖所代表,條狀圖的位置和長度

  • bar shows us the start date, duration, and end date of the activity.

    告訴我們開始日期、期間以及活動結束日期

  • You can use MS Projects, MS Excel, or even manually on a PowerPoint if you want to.

    您可以使用 MS Projects、MS Excel 或甚至可以在 PowerPoint 上手動操作

  • It really depends on how complex your project is.

    全看你的專案複雜程度

  • Our project here isn't particularly a complex one, so I don't need to use MS Projects

    我們這個的專案並不是特別複雜,所以我不需要對它使用 MS Projects

  • for it.

  • There is a high likelihood that your project will also not be very complex, so let's

    你的專案很可能也不會非常複雜,所以

  • just do it manually in PowerPoint.

    讓我們手動用 PowerPoint 做看看吧

  • If you are still with me by this point, please consider to subscribe to my channel.

    如果你現在還有在上我的課的話,請考慮訂閱我的頻道

  • Yeah please do that.

    對,拜託

  • Shooting these videos aren't easy, it's very time consuming.

    拍攝這些影片並不輕鬆,非常花費時間

  • So if you subscribe and hit that bell icon you'll be notified when I release new videos.

    所以如果你訂閱,並按下小鈴鐺的話,當我有新影片時你將會收到通知

  • If you don't then YouTube won't show my future videos to you.

    如果你沒按的話,YouTube 將不會主動通知你我未來的新影片

  • Oh you can also download all the templates I used in this mini-course from the link down

    喔對,你也可以下載我在這部影片課程中所使用的模板,藉由點擊下列的連結

  • in the description box.

  • You may need to register though.

    你可能會需要註冊

  • I am not sure.

    我不確定

  • I haven't figured it out how to do it yet.

    我還不知道要怎樣做

  • Sorry, I digress.

    抱歉,我離題了

  • If you subscribed already, let me now talk about 3 things very quickly that you'll

    如果你已經訂閱了,現在讓我快速講一下你已經聽過很多次的 3 件事

  • hear a lot.

  • Fast tracking a project means performing more activities in parallel.

    快速追蹤專案意味著同時執行更多活動

  • So, you see more bars along the same vertical axis.

    所以你會在縱軸上看到更多條狀圖

  • The other term you hear a lot is called project crashing.

    你經常會聽到的另一個術語稱為專案趕工

  • Crashing in simple terms is shortening the durations of activities by adding more resources.

    簡單來說,透過增加更多資源以縮短活動所需要花費的時間

  • For example, if 2 workers finish the work in 30 days, then how long does it take for

    例如,如果 2 名工人可以在 30 天內完成工作,那麼 4 名工人需要多長時間呢 ?

  • 4 workers to finish it?

  • Obviously, 15.

    顯然地,只要 15 天

  • If you said 60, please go get some fresh air, wash your face, take a break and come back.

    說 60 天的人,出去外面呼吸一夏新鮮空氣吧,洗個臉,休息一下,再回來

  • You need a break.

    你需要暫停一下

  • So, this is called project crashing.

    所以,這就叫作專案趕工

  • But it comes at a cost right.

    但它會反應在成本上是吧

  • Cost of additional resources.

    增加資源的花費

  • Additional money.

    額外的金錢

  • You've probably seen those huge towers being built in China in 30 days, right?

    你可能有看到過那些在 30 天內就建好地中國高樓,是吧?

  • Yeah that's what they do.

    對那就是它們所做的

  • They crash the heck out of the project.

    他們讓專案趕工了

  • That's how they achieve such speed.

    這就是他們如何能達到那樣的速度

  • Ok now we are done with this, let's put our schedule plan in our master project plan

    好了,現在我們完成了這個,讓我們把我們的排程計劃放入我們的主專案計劃中

  • and move on with costs.

    然後繼續往下到成本的部分

  • The next in line is; cost management.

    下一個是成本管理

  • Now for this piece, we'll take out our WBS again.

    這一段,我們將又要再次提到 WBS 了

  • But this time instead of giving durations, we'll give our cost assumptions for each

    但這次不是估計所需花費的時間,而是估計每個的工作包的成本

  • work package.

  • So, we'll do a bottom up estimating.

    所以,我們將會做一個自下而上的估算

  • We do a detailed cost estimating for each work package.

    我們對每個工作包進行詳細的成本估算

  • This is essentially very similar to what we did for the schedule management.

    這尤其與我們為時程管理所做的一樣類似

  • Once you have all the costs added up, the direct costs, indirect costs, variable or

    一旦你將所有成本加起來,直接成本,間接成本

  • fixed costs, then you can create a budget.

    變異的或固定的成本,你可以建立預算

  • For those PMP takers, keep in mind that there are a few more steps for you.

    對於那些 PMP 推崇者,請記住,還有一些步驟可供你使用

  • For example, you need your risk register and risk contingencies to be included in your

    例如,你需要將你的風險名冊和風險不確定性納入

  • budget.

    你的預算中

  • Not just that actually, you also need your management reserves.

    不僅僅是實際上會發生的,還需要管理儲備

  • So the way it works is you roll up, Get your cost estimates for activities,

    所以它運作的方式是你主動地,進行活動成本的估算

  • then work packages, then you'll have a rough idea of the project

    工作包成本的估算,然後你將會估計出約略的專案成本

  • cost estimate.

  • Once you have it, you include contingency estimates which comes from your risk studies,

    一旦你做到了,再加上從你的風險研究中得到之偶然風險

  • and that gives you your cost baseline.

    讓你得到你的成本基線

  • Then you include the management reserves and voila you have your cost budget.

    然後結合管理儲備得到你的成本預算

  • For 99% of us, we don't really do that in practice.

    對於 99% 的我們來說,實際上不會做到那樣

  • We roll up the cost of each work package, put a 20% contingency reserve and we are done.

    我們累計每個工作包的成本,提供 20% 的應急儲備,然後完成了

  • we are done with planning.

    我們完成計劃了

  • I left out a few knowledge areas that you could include in your plan.

    我漏掉了一些你可以包含在計劃中的知識領域

  • For example, you can talk about your human resources plan, who should be part of your

    例如,你可以談論你的人力資源計劃,誰應該成為你團隊的一部分

  • team, your communications plan, and other stuff.

    你溝通計計畫的一部分以及其他的事

  • I just don't want to get into them here as I believe they are fairly intuitive.

    我不想講太多這些,因為我相信它們非常直觀

  • The only exception is I guess risk management and that's a tough one.

    唯一的例外,我認為是,風險管理,這是困難的一個

  • But that's for another video.

    但這會在其他部影片講到

  • Alright, so far we are done with Initiation, and Planning.

    好吧,到目前為止,我們完成了啟動和策畫

  • It's the fun part now.

    有趣的部分來了

  • The Execution!

    執行 !

  • Yaayy ? Now, we are going to execute this

    現在我們要來執行了

  • The purpose of the executing process is to complete work we defined in the project management

    執行階段的目的是,完成我們在專案管理計畫中所定義的工作

  • plan and meet the project objectives.

    並符合專案目標

  • This is where we do the work.

    這是我們要開始工作的地方

  • Your focus now is managing your team, following the processes, and managing information exchange

    你現在的重點是管理您的團隊,遵循流程並管理訊息交流

  • as the project manager.

    身為專案經理

  • Your job is essentially guiding the team to stick to the plan you created.

    你工作的職責基本上是領導團隊維持在你建立地計畫中

  • If you have done a good job with planning, executing is the easiest part.

    如果你有做好計畫的工作,執行就是很簡單的部分

  • Although it takes the longest, as much as 10 times more time you spent on planning,

    雖然他要花最久時間,比你在計畫階段所花的時間還要多 10 倍

  • it's the easiest part.

    但這是最容易的一部份了

  • But if you haven't done a good job with the plan, then the execution will be a nightmare.

    但如果你沒有做好計畫地工作,執行將會變成惡夢

  • So, in execution, if you are not the one doing all the execution work, there are a few things

    所以在執行中,你並非一個人要完成所有執行的工作,這有幾件事

  • you need to be doing constantly, for example; You need to constantly manage the expectations

    你需要常常做,舉例來說,你需要時常管理所有利害關係人的期待

  • of all stakeholders.

  • You need to protect your scope.

    你必須要維持你所設定的範圍

  • Because you'll quickly realize that stakeholders will want you to gold plate.

    因為你會快速了解到利害關係人總是會想要你能完成最好的

  • Do you know what it is?

    你知道這是什麼嗎?

  • Gold plating is in simple terms, making changes to a project that are outside of your scope.

    鍍金是一個簡單的術語,指的是讓專案改變以致超出你所設定的範圍

  • You know instead of getting grade B quality material as you agreed, your stakeholders

    你會知道你已經妥協同意可以得到 B 等級的品質,但你的利害關係人

  • now want you to get Grade A quality.

    卻想要你達到 A 等級的品質

  • Now, this is a problem because you didn't factor that in your budget or time estimates.

    現在,這是一個問題,因為你並未在你的預算或時間估算中考量過那一件事

  • So, as a project manager you need to prevent scope creep.

    所以,身為一個專案經理,你必須要預防範圍蔓延

  • Protect your scope.

    保護好你設定的範圍

  • Your scope is like your national flag.

    範圍就像國旗一樣

  • You protect it against all unnecessary change requests.

    你保護它免於不需要地改變要求

  • You resist.

    你抗拒著

  • You can evaluate it and put it in consideration if it's really valid but don't just take

    你可以列入評估與可慮如果有用的話,但你不需要全然接受

  • it as is and change the execution.

    改變你的執行內容

  • For those PMP takers, please pay attention to how change is handled in execution.

    對於那些 PMP 推崇者,請注意在執行中如何處理變動

  • Ok, now this was execution.

    好,這就是執行的部分

  • The next process group is called Monitoring and Controlling Process Group.

    下一個流成群組稱為監測和控制流程群組

  • Monitoring and controlling means measuring the performance of your project against the

    監測和控制意味著測量專案在計畫中的表現

  • plan, managing your change requests, and making sure you are hitting your KPIs if you have

    管理變動的要求,確保你正朝 KPI 前進

  • included them in the plan.

    如果你有把它列入計畫的話

  • An important aspect here, monitoring and controlling starts with the execution process group.

    在這有一個很重要面向,監測和控制始於執行流程群組十時

  • So, they run in parallel.

    所以它們是並行的

  • So, you monitor and control when you are already executing it.

    因此你在執行同時進行監測和控制

  • It makes sense right?

    有道理吧 ?

  • How can you monitor once you finish the execution.

    因為一旦你執行完成後要如何監測呢

  • It's common sense.

    這是基本常識

  • So, what do you monitor and control then”?

    那麼,你在監測和控制什麼呢 ?

  • You monitor your scope, you make sure no scope creep happens, you monitor your schedule and

    你監測你界定的範圍,你確保沒有範圍蔓延發生,你監測你的時程

  • forecast if you think there'll be delays.

    及預報,如果可能會有耽擱的話

  • This is particularly easy to see because you already have your project time plan project

    這尤其簡單監測到,因為你已經有專案時間及排程

  • schedule, remember we even put it on Gantt chart

    還記得吧我們甚至將其放在甘特圖中

  • , Then you monitor your costs, quality, risks, and procurement.

    然後你監測你的成本、品質、風險以及採購

  • Again this is fairly simple, for example you finished a particular work package, you can

    再強調一次這非常簡單,舉例來說,你完成特定工作包後

  • just always look back and verify if you were within the allowance.

    你可以回頭確認成果是否可以接受

  • If you weren't then you look for root causes, what happened?

    如果不行接受,你將會找根本原因,發生了什麼事 ?

  • Why did we exceed the budget or the schedule?

    為何我們會超過預算或時程 ?

  • Then obviously you solve those problems so they won't repeat.

    然後顯然地你會解決那些問題,讓其不再發生

  • And you make sure you document everything.

    然後你確保所有事情都有被記錄下來

  • For PMP takers, please pay extra attention to Earned Value Calculations.

    對於那些 PMP 的遵從者,請額外注意掙值計算

  • It becomes particularly important in this stage.

    在這階段它變成非常重要

  • I want to quickly touch on earned value here.

    我想在這裡快速提一下掙值

  • Earned value is Total Project Budget Multiplied by the % complete of the project.

    掙值是專案總預算乘以專案的完成百分比

  • For example, you have budgeted 1 million dollars for the whole project.

    例如,你為整個專案估算了 100 萬美元預算

  • And you have finished 20% of it.

    而你已經完成了 20%

  • So, your earned value is 200,000 dollars.

    所以,你的掙值是 200,000 美元

  • Now, this is primarily used for construction and software projects, and an important concept

    現在,這主要用於建築和軟體專案,並是 PMI 聖經的一個重要的概念

  • by PMI.

  • But in real life, it doesn't hold much value other than few industries.

    但在現實生活中,除了少數幾個行業之外,它並沒有多大價值

  • And the reason is the value gained cannot always be assessed along the progression of

    原因是所得到的數值不能總是照著專案進展來評估

  • the project.

  • What does this even mean?

    這甚至意味著什麼?

  • It means; It's not always a linear progression.

    它的意思是,它並不總是線性發展

  • Most of the time, actual value of a project goes like this . o, it's not linear.

    大多數時候,專案的實際數值都是這樣的。它不是線性的

  • It's a power curve.

    是個曲線

  • But in reality, in real life, your growth is a power curve.

    但實際上,在現實生活中,你的成長是一種曲線

  • because most projects show exponential growth instead of a linear one.

    因為大部分的專案是呈指數成長,而非線性

  • And they get compounded results every month.

    而它們每個月都會得到複合的結果

  • And their calculation is a lot more difficult than a simple y=mx+b.

    而它們的計算式要更困難,有別於簡單的線性 y=mx+b

  • To calculate it, you need growth/ decay formula And no project manager is going to run that

    你需要以成長/ 衰退公式去計算它,而沒有專案經理要每週都算一次

  • every week.

  • It's very similar to how we calculate compound-interest.

    這與我們計算複利的方式非常相似

  • Ok, before I bore you to death, let's move to Closing Process Group.

    好吧,在我讓你無聊死以前,我們轉到結案流程群組

  • Actually, no.

    實際上,不要

  • I want to explain this A BIT MORE.

    我想要解釋這多一點

  • The exponential growth to you.

    對你可以有指數型成長

  • Because, I believe you'll benefit from it.

    因為,我相信你會從中受益

  • So, let's take my YouTube channel for example.

    所以,我們以我的 YouTube 頻道為例子

  • Let's call this project, project 100,000 subscribers.

    我們稱這個專案為 10 萬個訂閱專案

  • That's what I love to achieve.

    這是我喜歡的目標

  • At the moment, I have about 19,000 subscribers.

    目前,我有大約 19,000 名訂閱者

  • Let's say I get 500 subscribers per week with 20 videos, if I have 40 videos provided

    假設我有 20 支影片,使每週有 500 個訂閱者,如果我增加到 40 支影片

  • that I maintain the quality, I will not have 1000 subscribers per week.

    並保持相同品質,我每週不會只有 1000 個訂閱者

  • It'll probably be 2000 per week or a lot more.

    它可能是每週 2000 個或更多的訂閱者

  • Because it gets compounded.

    因為它有複合的效果

  • Just like your money in your savings account.

    就像你儲蓄賬戶中的錢一樣

  • See, if you calculate your earned value based on your execution, I mean I am still executing

    你看,如果你根據你的執行計算你的掙值,我的意思是我持續每週 1 支影片

  • 1 video per week, but the output just became exponential.

    但結果是指數輸出的

  • So, it grows at a rate greater than a linear curve.

    因此,它以大於線性曲線的速率增長

  • So, that's how most projects are in real life.

    所以,這就是大多數專案在現實生活中的表現

  • And if you still haven't subscribed, please do subscribe

    如果您還沒有訂閱,請訂閱...

  • Alright, sorry I digressed a little bit there.

    好吧,抱歉,我在那裡稍微偏題了一點

  • So, the key takeaway is whatever your project is, don't quit just because you don't

    因此,關鍵要點是,無論你的專案是什麼,不要因為你現在沒有看到成果而先行退出

  • see the results now.

  • They will come.

    成果將會來到的

  • And when they do, they will come like this Let's do closing.

    如果來到了,他們會以這種方式,我們結案吧

  • Let's close this project.

    將這個專案結案吧

  • Now, we finished the product.

    現在我們完成了產品

  • Is the project finished?

    專案完成了嗎?

  • I mean the product is finished.

    我的意思是產品已經完成

  • But the project?

    但是這個專案呢?

  • No, it's not.

    還沒

  • There is still some work to be done.

    還有一些工作要做

  • Not much but we still have to do certain things.

    不多,但我們還是要做某些事情

  • Mostly boring admin work.

    大多數無聊的管理工作

  • So, what do we do now.

    那麼,我們現在該怎麼辦

  • Well, what you do is really customizable to the needs and complexity of your project.

    那麼,你所要做的是,根據專案的需求和復雜度進行你的專案客製化制定

  • But in general, these are good starting points.

    但總的來說,這些都是很好的起點

  • 1) One; We hand it over to the client if it's a project you did for a client.

    1) 一;如果它是你為客戶做的專案,我們將其交給客戶

  • You need to basically get a sign-off from the client.

    你基本上僅需要從客戶端獲得簽名

  • 2) Two; Finish procurements.

    2) 二;完成採購

  • Meaning, you need to make the final payments and complete your cost records.

    這意味著,你需要進行最終付款並完成成本記錄

  • 3 )Three; Gather your final lessons learned.

    3) 三;收集你最後的經驗教訓

  • This is basically documenting what went wrong and what did we learn from it.

    這基本上記錄了出了什麼問題以及我們從中學到了什麼

  • You probably can't see it on the camera, but this boat isn't perfect.

    你可能無法透過攝影機看到,但這艘船並不完美

  • The bow of the boat is actually not straight.

    船頭實際上並不是直的

  • It's leaning towards the port side, left side.

    它傾向於左舷

  • Yeah a few lessons learned here ? 4) Four; You release resources, let your team

    是的,在這裡吸取了一些教訓? 4) 四; 你釋放資源,讓你的團隊

  • members go back to their own teams.

    成員回到他們自己的小組

  • 5) And five; finallygo celebrate

    5) 五;終於......去慶祝

  • Thanks for being with me the past 1 hour.

    謝謝你和我在一起過了 1 個小時

  • I hope you benefited from this video.

    我希望你能從這部影片中受益

  • And if you did, please share it with your friends and professional network in LinkedIn.

    如果你確實有,請與你 LinkedIn 中專業領域的朋友分享

  • And if you share it in LinkedIn, please feel free to send me an invitation to connect.

    如果您在 LinkedIn 中分享它,隨時給我發送連結邀請

  • I'd love to connect with you.

    我非常樂意與你連結

  • And finally, as I mentioned earlier, if you are looking to make a big jump in your career

    最後,正如我之前提到的,如果你想在職涯中大放異彩

  • and explore working for multinational companies, consider joining my LIG program.

    並想為跨國公司工作而探索著,考慮加入我的 LIG 課程

  • That's where I share some of the advanced strategies to getting yourself employed by

    那就是我分享一些讓你自己受跨國機構僱用的進階策略的地方

  • multinational firms.

  • It delivers great results.

    那將會為你帶來好結果

  • See you next week,

    下週見

I am really excited to finally share this video with you.

我非常興奮終於可以跟你們分享這部影片

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