我能理解，有些技术背景对做好一个项目经理是很有好处的。但是如果要求项目经理是小半个技术专家是不是可行呢？ 不知道各位的经验是怎么样的呢？

● Object
Manger / Supervisor/ of IT program
Manager / Developing Supervisor of Software program
Director/Supervisor of Information Center/Program Principal
Developing Supervisor/program Manager/Supervisor
Manager/ Supervisor of IT Technique Department
Supervisor of information-based instruction/ Program Supervisor/CIO
Developing Manager/Supervisor
IT Engineer (more than two-year program experience; having elevating potential; directional cultivating with facing Program Manager).
● Scene Description
■ Under more and more boiling competition, Company wins an order with a big money, pooling the wisdom and efforts of everyone. The staff’s enthusiasm has been activated: program is our life! But the following condition disappoints everyone. The program group gives the first news that the contract has been signed too optimistically. Then the client gives an unexpected change: the demands become totally different from before. And these are not all. With time going, the program group becomes impatient and disordered. Several important employees deliver their resignation successively.
■ In the first days of being program manager, one will be more or less complacent, because it has proved his competence to be outstanding in the boiling competition. But with the gradual fade away of the former freshness, you find more and more disappointments. Program manager has only responsibility but no right. The department manager pressed tasks on you, and the underling are critical of the heavy task. Not referring to personal overtime work, you are in a dilemma. In all, it is one word: difficult!
■ The boss asks how the program I going during the progressing process. You think for a while,” Designation has almost been done!” But the boss is dissatisfied with what you offer,” When will you finish it?” You’re not sure,” At least more than one month.” The boss becomes angry,” Only two weeks is left. But you need one month? Last week, you have promised you will finish it within three weeks.” Two months has passed. It has been checked and accepted, although client has not few complaints. But you begin to get worried about the next program.
■ With the accumulation of working experience, the human mutual relationship may be the most confused thing to be dealt with: I preferred to face the computer all day, rather than discuss the task with others. To be worse, there’s some problem. The staff begins to condemn or complain mutually. How can I go on with these people like friends? How I miss the former group! Before, though a little hard, the group support and help each other. Look at these people who come so loose. What do they want after all?
■ Every time when the leader promises that -- the client quality is our life, and quality is above everything! The quality department continuously emphasizes the importance of quality – complying with our quality system, we will give interior criticism and force change, once there’s any unconformity. Oh, my God! Don’t they really know how the program group regards quality as important? It’s a long story to talk about quality!

● Outline(three days)
Morning(9：00am-12：00am) Afternoon(1：00pm-5：00pm)The 1stDay
Basic Project Management
Basic concept of Project Management
Frame content of Project Management
Lifecycle/Joiner of Project
Influence of group structure on project
Project Management process

Case One: Who is wrong?
The interior relationship of clients becomes confusing. How can the project can be successfully checked and accepted?

Case Two: Annoyance of Zhang Feng
How can the group avoid being out control of the present? If so, how can this problem be settled? Case Three: The story of Zhou Xu
What is the board line between the right and wrong in the matrix? What measures can be taken to carry out “long position management” among the group?
Integer Management of Project
Make IT project plan/instruction and actualization of management project.
Inspect project work
Control of integer change/ending of project
How does project manager make probable project plan?
Case Four: Hapless Zhang Haogu
More projects; self-assertion. How can we deal with the change like a boiler of porridge?
Range of Project Management
Range plan/definition/found WBS
Range validation/control
Special Topic: Seven steps to manage changing requiries.

The2ndDay
Time Management of Project
Acts definition/compositor
Estimates of acts resource/time limit
Make processing plan/control
Case Five: Experts’ Estimating Way
Supernatural estimating methods. Several small pieces of paper give boundless power. The accuracy is out of your imagine.
Special Topic: How to employ the function dot method to calculate the time limit
Cost Management of Project
Cost estimate/time value of currency
Depreciation/type of project cost
Increasing value management
Case Six: Calculating of Time Limit
Master the calculating methods of key routes, and the non-key routes in order to decrease effectively the high requires of instrument and personnel resources. Quality Management of Project
Quality plan/ensure/control
Analyzing chart of cause and effect/controlling chart of Stat. process/flow chart/draw/Pareto/dot draw/check/restore of defaults
Case Seven: Future of Dapeng Company
Quality of project is always its “short board”. How can such short board be found before issuing this project?
Personnel Management
Personnel resource plan/obtain project group
Organizing/management project group
Model of group organizing
Case Eight: Confusion of Wang Paopao
It is hard to manage the educated employee. Job waits to be funny, competence and salary increasing can make them run into another company. Dare you manage them?

The3ndDay
Case Nine: The Personification analysis of Group Member
Some are optimistic, and others are inward. Have personification got influence on job?

Communication Management
Communication plan
Information register
Achievement report
Joiner management
Case Ten: Lonely Han Leng
How does the project manager avoid being a “lonely” man? How can he go on well with the staff like friends?
Risk Management
Risk management plan/recognizing
Fixed quality/quantity analysis
Risk corresponding/watching
Case Eleven: Ten Risk Recognition of Project
The biggest risk is no realization of risk. How to recognize the present risks?

Purchasing Management
Purchasing plan/deliver/plan/inquiry
Supplier Choosing/ contract management/contract ending
Course Summary, Reviewing and Discussing

● Recent Trainees
Honeywell Eastern Airlines, SONY CHINA Tyco Electronics Lucent Technologies Sheng-feng Software HUAGUAN SCIENCE AND TECHNOLOGY CO.,LTD, Shipping Technology Fuligoal Fund Management Co., Ltd， Tebon Securities Co., Ltd.， Shanghai Port Container Co.,Ltd，BROWAN PFU

● Lecturer Introduction
Dr. Cao Ji
Senior consultant of Shanghai ChangeWay PM Training Center
Director of The United States Project Management Institute (PMI) Metric branch directors.
member of the organizing committee of European Software Measurement Forum (SMEF).
Technical Advisor of International Software Benchmarking Organization (ISBSG).
Members of the organizing committee of The University of Heidelberg in Germany demand Engineering Forum.
Members of MII systems integration project manager Committee.
Member of International experts point authentication (CFPS) IEEE /PMI /IFPUG /ISBSG.

Has provided the the public training curriculum and the enterprise teaching service about IT project management、Software project management、Foundation project management、Project quantification management、Software estimate and software measure、Software quality control、Software test management and so on to hundred domestic and foreign IT organizations. Provides the CMM/CMMI training advisory service, the software range pole management system training advisory service, the project management system training advisory service for more than 10 software companies.
The service enterprise includes:
China Mobile CNC VI Guangzhou Telecom Gansu Telecom Zhejiang Unicom The China Construction Bank china national petrolem corporation（CNPC） China Travel Sky Holding Company ，General Customs Administration of People's Republic of China ，TOM， Lenovo ，Digital China， Founder Technology Group company ,
Great Wall , Sony Ericsson , NEC, Siemens, PTIC FASTERN COMMUMIATIONS GROUP CO，LTD,
Xinhua News Agency. Tsinghua tongfang ,

● About Us
Shanghai Changeway Project Management Training Center is R.E.P. authorized by PMI of America (R.E.P. number is 2460) and the project management and consult service organization authorized by National Foreign Professor Beau.
Our Centre establishes professional consulters and lecturer group, together with the senior project management personals from famous world-wide companies. We are contributing us to afford companies or individuals top professional project management training and consulting services, employing the advanced management system and experiences.

● Training Fee
RMB 3,600 yuan per person（including fees of certification, lectures, lunch, deserts and drinks）
Notes: Register two weeks before beginning the course. One PMBOK as the gift and 10% discount can be offered if three trainees register together.
Possessing PMP® can help you obtain 21PDUs and non- PMP® effective 21-hour training certificate as well as a big amount of models of Mr. Cao’s lecture.

● Contacting Information
Hotline：021-54070309 13816264382 Contact: Cai Lan
MSN：Tsinghui_cai@hotmail.com
E-mail： Cailan@Tsinghui.com number1_cc@126.com
Add: Room803,South Building,Huiyin Square,No.2088 HuaShan Rd.Shanghai,China

● Training Address
上海市徐家汇虹桥路333号慧谷高科技创业中心一楼多功能厅