1. Review
在NPV模型中，参数i的含义：interest rate（往往是公司根据战略制定的，不是bank interest rate）, rate of return，weighted average cost of capital, or hurdle rate
2. Defining Projects
根据pmi的统计，近些年有35-50%的项目失败是由糟糕的difined scope导致的。
2.1 Common defining process
（1）Defining the Project Scope
（2）Establishing Project Priorities
（3）Creating the Work/Product/Process Breakdown Structure (WBS/PBS)
（4）Coding the WBS/PBS for the Information System
（5）Integrating the WBS/PBS with the Organization
注：3-5步往往通过多次循环才最终建立。
2.2 Defining the Project Scope
（1）Definition: The work that needs to be accomplished to deliver a product, service, or result with the specified features and functions.
（2）这一步往往使用checklist的方法实现，通常包括project objective（实操中往往会因为上级或者客户要求变动）, deliverables, milestones（从时间轴来描述项目进展）, technical requirements, limits and exclusions, reviews with customer
（3）常用术语：
scope statements, or statements of work (SOW);
project charter, a document authorizing the project manager to initiate and lead the project;
scope creep, The tendency for the project scope to expand over time due to changing requirements, specifications and priorities.项目进程中很多初始条件和要求会变化，scope creep可以是有利的，也可能有害。
练习：a football team
Project manager--coach
Key stakeholders--team owners, supporters, referee/officials
Project objective--to win the match
Deliverables--scoring goals
Milestones--half-time, full-time
Technical requirements--rules of game, dimensions of pitch, ball, goal posts
Limits and exclusions--pitch boundaries, 90 minutes
Reviews with customer--half-time, full-time, scoreboard
Scope creep--extra time, penalty shoot out
2.3 Establishing Project Priorities
（1）和之前提到的Project constraints有关，包括cost, time, performance，具体化到project priorities中是budget, schedule, scope。
（2）上级和客户往往什么都想要，但是作为project manager一定要清楚的知道那不可能，所以要不断了解上级和客户真正的需求，根据需求对项目之间的资源进行调配，调整priority。
（3）通常把上级和客户的真正需求归为三类：
constrain，必须达成的条件；
enhance，可以根据constrain来调整的条件，基于其他标准来改善；
accept，可以根据constrain来调整的条件，削弱标准
2.4 Creating the Work/Product/Process Breakdown Structure (WBS/PBS)
（1）work breakdown structure, product breakdown structure, process breakdown structure三者往往是overlap的，最常见的是WBS。
（2）WBS通常使用hierarchical map来管理total scope of work，这种hierarchy与milestone不同，前者是对工作的逻辑拆分，后者是时间线的拆分。
work package, the lowest level of the WBS. It is output-oriented and contains the project details.
（3）Product BS通常使用hierarchical map来管理all the things，相比于WBS，PBS更关注实物，而不是流程和全局。
（4）Process BS更关注流程
2.4 Coding the WBS/PBS for the Information System
WBS/PBS coding system defines: Levels and elements of the WBS, Organisation elements, Work packages, Budget and cost information.
Coding system不是详尽列出所有工作，而是根据project scope归类，它关注what will redone, not how or when。
2.5 Integrating the WBS/PBS with the Organisation
（1）对project拆解后形成了归类的具体任务和全局规划，接下来要把任务分配给具体的执行人员。
Organizational Breakdown Structure (OBS): depicts how the firm is organised to discharge its work responsibility for a project, provides a framework to summarize organization work unit performance, identifies organization units responsible for work packages, ties the organisationl units to cost control accounts.
（2）这个过程中不仅要分配任务给具体人员，还要同时确认具体人员可调动的资源。通常project costs包括effort, time, material, utilities consumed, opportunity forgone, resources, risks incurred。
Financial accounting是针对发生过的事件作出cost accounting。
（3）除了必要的资源调配和任务分工外，保证项目成功的关键是project communication plan。
