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1、KnxConsultingMarkYuan,PMP/MEJun2017@HongKongMarkYuan05@QQ.comØToprovidewiththeknowledgeandtoolstoperformprofessionalprojectmanagementinyourday-to-dayworkenvironment;ØToenhancethepracticalsoftskillsonteamdevelopment,stakeholdersandcommunicationmanagement.学员版讲义，仅供参考。完善及更新
2、甚不如讲师版讲义1MarkYuan05@QQ.comDay-1：Day-2：ØIntroductionØExecuting&Controlling-TeamDevelopmentØInitiatingProject-QualityØPlanningProject-Performance-Scope-Changes-Schedule-LifeCycle-CostØClosingProject-Resource&Comm-RiskØWrap-up学员版讲义，仅供参考。完善及更新甚不如讲师版讲义MarkYuan05@QQ.comMarkYu
3、anAlifetimeeducatorandmanagementadvisorlPMIMemberandprofessionaltrainerlMaster'sdegreefromtheUBC(Canada)lPrjspecialistinBell(Canada,2007~2009)lProductManagerinFujitsu(China,1998~2005)Clients:IBM,HP,eBay,NEC,Daimler(Mercedes-Benz),Schneider,ThyssenKrupp,Siemens,iSoftSton
4、e,ITW,Honeywell,Fujitsu,CIMCRaffles,JinanSoftwarePark,BellCanada,VanCitySavingCreditUnion,BestBuy,BCHydro,DeltaHorizon,360Network,WWF(WorldWildlifeFund)学员版讲义，仅供参考。完善及更新甚不如讲师版讲义2vNamevTeamLeadervCaseStudyMarkYuan05@QQ.com1960s：massproduction,focusonproductivity1970s：qual
5、itymanagement1980s：productdiversification1990s：customization2000s：changeandcompetition学员版讲义，仅供参考。完善及更新甚不如讲师版讲义3MarkYuan05@QQ.comMBOSettingObjectivePeterF.Drucker"Managersshouldmanagetheirsubordinatesbyobjectives.ManagingProcessesWhenthetopmanagementdeterminestheorganiza
6、tionalgoals,theymustbeeffectivelyChecktheresultbrokendownandtransformedintothegoalsofeachdepartmentandindividuals"学员版讲义，仅供参考。完善及更新甚不如讲师版讲义MarkYuan05@QQ.comVroom：Force=(E->P)*(P->O)学员版讲义，仅供参考。完善及更新甚不如讲师版讲义4MarkYuan05@QQ.comActPlanCheckDo•Plan.Recognizeanopportunityandpla
7、nachange.•Do.Testthechange.Carryoutasmall-scalestudy.•Check.Reviewthetest,analyzetheresultsandidentifywhatlearned.•Act.Takeactionbasedonwhatyoulearnedinthestudystep学员版讲义，仅供参考。完善及更新甚不如讲师版讲义MarkYuan05@QQ.com1、7、Objectivestandardi2、zation6、InfluenceCorrection&3、APImproveme
8、ntAPPlansCDCD5、4、Check&ExecutionAnalysis学员版讲义，仅供参考。完善及更新甚不如讲师版讲义5MarkYuan05@QQ.comlThelargecycleincludessmallc
