1. Review
在NPV模型中，參數i的含義：interest rate（往往是公司根據戰略制定的，不是bank interest rate）, rate of return，weighted average cost of capital, or hurdle rate
2. Defining Projects
根據pmi的統計，近些年有35-50%的項目失敗是由糟糕的difined scope導致的。
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步往往通過多次循環才最終建立。
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）這一步往往使用checklist的方法實現，通常包括project objective（實操中往往會因為上級或者客戶要求變動）, deliverables, milestones（從時間軸來描述項目進展）, technical requirements, limits and exclusions, reviews with customer
（3）常用術語：
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.項目進程中很多初始條件和要求會變化，scope creep可以是有利的，也可能有害。
練習：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有關，包括cost, time, performance，具體化到project priorities中是budget, schedule, scope。
（2）上級和客戶往往什么都想要，但是作為project manager一定要清楚的知道那不可能，所以要不斷了解上級和客戶真正的需求，根據需求對項目之間的資源進行調配，調整priority。
（3）通常把上級和客戶的真正需求歸為三類：
constrain，必須達成的條件；
enhance，可以根據constrain來調整的條件，基于其他標準來改善；
accept，可以根據constrain來調整的條件，削弱標準
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，最常見的是WBS。
（2）WBS通常使用hierarchical map來管理total scope of work，這種hierarchy與milestone不同，前者是對工作的邏輯拆分，后者是時間線的拆分。
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來管理all the things，相比于WBS，PBS更關注實物，而不是流程和全局。
（4）Process BS更關注流程
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不是詳盡列出所有工作，而是根據project scope歸類，它關注what will redone, not how or when。
2.5 Integrating the WBS/PBS with the Organisation
（1）對project拆解后形成了歸類的具體任務和全局規劃，接下來要把任務分配給具體的執行人員。
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）這個過程中不僅要分配任務給具體人員，還要同時確認具體人員可調動的資源。通常project costs包括effort, time, material, utilities consumed, opportunity forgone, resources, risks incurred。
Financial accounting是針對發生過的事件作出cost accounting。
（3）除了必要的資源調配和任務分工外，保證項目成功的關鍵是project communication plan。
