Project Management in Functional Organizations其它上课时间：

需要用英文作为项目工作语言的人员，如对外开展业务的企业；合资公司英文工作环境，相关企业中职能部门经理、项目经理、项目骨干等。

课程前言Introduction
本课程为英文授课，讲义资料也为英文。学员对象是需要用英文作为项目工作语言的人员。
《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.
课程内容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

讲师介绍：

王景山 项目管理者联盟制造业项目管理高级讲师，高级工程师，PMP
毕业于西北工业大学自动控制系，荷兰爱因候温技术大学访问学者。王老师有丰富的航空研发与设计工作经验，有十多年的跨国制造企业管理经验及海外工作经验，主要从事产品研发、生产经营管理，项目管理和企业经营发展规划工作，主持和参与过大量与美国、日本、欧洲国家、新加坡、印度、伊朗公司合作项目，项目内容包括新品研发、计算机软件、硬件研制、厂房建造、设备改造、成套生产设备出口项目和其它科学研究项目，项目规模从数百万人民币至10亿人民币。

近年来王老师主要从事制造业项目管理与项目投资决策的研究、咨询与培训工作。
主要课程：
订单项目管理、工业企业项目管理、研发项目管理、项目投资与决策
出版书籍：
《工业企业项目管理》，《研发项目管理》，《项目投资与决策》，《项目过程与管理技术》等
部分客户：
康佳集团、TCL集团、美的集团、深圳大亚湾核电站、深圳青年学院MBA班、深圳邮政局、深圳电信局研发中心、西北长庆石油管理局、广东移动、深圳赛格集团、深圳赛格日立公司、深圳三星电子有限公司、深圳特区发展集团、中国银行深圳支行、成都衡平信托投资公司、广东鼎湖移动通信培训公司、汕头移动通信公司等数百家企事业单位