專 案 管 理 實 務 嘉 義 縣 政 府 學 分 班 : 管 理 實 務 專 題 2006 中 正 大 學 企 管 系 助 理 教 授 周 瑞 生

Transcription

1 專 案 管 理 實 務 嘉 義 縣 政 府 學 分 班 : 管 理 實 務 專 題 2006 中 正 大 學 企 管 系 助 理 教 授 周 瑞 生

2 講 師 介 紹 > 學 歷 台 灣 大 學 學 士 台 灣 大 學 碩 士 美 國 德 州 大 學 奧 斯 汀 校 區 工 程 專 案 管 理 博 士 中 華 民 國 土 木 工 程 大 地 工 程 水 土 保 持 工 程 專 門 技 術 人 員 高 等 考 試 及 格 土 木 技 師 大 地 技 師 乙 級 測 量 技 術 士 > 經 歷 陸 軍 後 勤 學 校 機 械 保 修 組 亞 新 工 程 顧 問 公 司 中 興 工 程 顧 問 公 司 台 灣 營 建 研 究 院 華 信 保 險 公 證 公 司 美 國 德 州 交 通 部 奧 斯 汀 區 運 輸 研 究 中 心 2

3 課 程 規 劃 > 專 案 管 理 簡 介 (Introduction) 專 案 (Project) 專 案 管 理 (Project Management) 專 案 生 命 週 期 (Project Life Cycle) 專 案 五 大 基 本 管 理 過 程 (5 Processes) 專 案 管 理 九 大 知 識 領 域 (9 Knowledge Areas) > 專 案 管 理 引 用 之 技 術 決 策 樹 (Decision Tree) 魚 骨 圖 (Fishbone Diagram) 3

4 課 程 規 劃 (Cont d) 甘 特 圖 (Gantt Chart) 網 路 圖 (Network Diagram) 要 徑 法 (Critical Path Method) 計 劃 評 核 術 (PERT) 資 訊 科 技 應 用 (IT Applications) > 專 案 整 合 管 理 (PIM) 專 案 選 擇 與 決 策 分 析 模 式 規 劃 成 功 的 專 案 計 畫 書 > 專 案 範 疇 管 理 (Project Scope Mgmt.) 專 案 範 疇 與 產 品 範 疇 之 定 義 與 規 劃 實 務 WBS 工 作 分 解 之 技 巧 與 實 務 演 練 專 案 關 鍵 成 敗 因 素 KSF 實 務 研 討 4

5 課 程 規 劃 (Cont d) > 專 案 時 間 管 理 (Project Time Mgmt.) CPM/PERT 技 術 實 務 演 練 時 程 發 展 與 控 制 技 巧 > 專 案 成 本 管 理 (Project Cost Mgmt.) EVM 實 獲 值 管 理 理 論 EVM 實 獲 值 管 理 之 實 務 > 專 案 品 質 管 理 (Project Quality Mgmt.) 專 案 品 質 規 劃 與 控 制 手 法 實 務 專 案 管 理 之 整 合 專 案 管 理 計 劃 實 務 研 討 > 專 案 人 力 資 源 管 理 (Project HR Mgmt.) > 專 案 管 理 軟 體 之 使 用 介 紹 及 實 務 應 用 > 案 例 分 析 * 專 案 溝 通 管 理 專 案 風 險 管 理 專 案 採 購 管 理 未 包 含 於 此 次 簡 報 5

6 專 案 管 理 簡 介 6

7 專 案 管 理 相 關 證 照 > 美 國 專 案 管 理 學 會 [Project Management Institute, 簡 稱 PMI] 成 立 於 1969 年, 並 在 1984 年 正 式 建 立 PMBOK 知 識 體 系 與 PMP 國 際 專 業 認 證 體 系 全 球 取 得 PMP 人 數 已 超 過 13 萬 多 人 台 灣 通 過 認 證 者 目 前 僅 超 過 三 百 人 中 華 專 案 管 理 學 會 輔 助 認 證 ( CPMP 中 華 專 案 管 理 師 認 證 培 訓 課 程, 已 於 93 年 11 月 1 日 通 過 行 政 院 人 事 行 政 局 之 審 查, 獲 得 公 務 人 員 終 身 學 習 機 構 認 證 7

8 > 供 不 應 求 亞 太 PMP 平 均 年 薪 118k 元 美 金 > 美 國 PMP 780k IBM HP 等 大 型 企 業 日 本 政 府 及 大 陸 北 京 規 定 奧 運 工 程 公 司 須 具 備 PMP 資 格 > PMI 在 台 測 試 中 心 : 台 北 高 雄 8

9 PMP 認 證 流 程 ( 9

10 IPMA( 國 際 專 案 管 理 協 會 ) > 歐 洲 國 家 為 主 > 台 灣 專 案 管 理 學 會 輔 助 認 證 ( ) > A 級 管 理 大 型 專 案 的 專 案 副 總 (Certified Project Program Director),5 年 大 型 專 案 管 理 經 驗 > B 級 專 案 協 理 (Certified Project Manager,5 年 複 雜 專 案 管 理 經 驗 > C 級 專 案 經 理 (Certified Project Management Professional),3 年 一 般 專 案 管 理 經 驗 > D 級 合 格 的 專 案 成 員 (Certified Project Management Practitioner), 沒 有 工 作 經 驗 限 制 10

11 中 華 知 識 管 理 應 用 協 會 > > 企 業 專 案 管 理 技 術 師 (EPMP) > 交 通 大 學 專 案 管 理 認 證 中 心 > 報 考 資 格 理 相 關 科 系 之 在 校 生, 修 業 達 三 十 小 時 以 上 之 管 理 課 程 者, 可 憑 在 學 成 績 單 或 畢 業 證 書 報 名 一 級 企 業 專 案 管 理 技 術 師 考 試 詳 細 資 格 說 明 : 11

12 What is Project? > A group of tasks (activities) performed within a definable time period (schedule) in order to meet a specific set of goals/objectives (performance) within a budget (cost plan) A project generally exhibits most of the following conditions: > It is unique 非 例 行 性 的 > A project is finite 有 限 制 時 間 資 源 > Usually complex 複 雜 的 > Non-repetitive 非 重 複 性 的 > Requires multiple resources from a finite resource pool 預 算 資 源 與 績 效 限 制 12

13 What is Project Management? > Project management is the application of knowledge, skills, tools and techniques to project activities to meet project requirements. * *PMI, A Guide to the Project Management Body of Knowledge (PMBOK Guide) (2004), p

14 常 見 之 專 案 管 理 輔 助 軟 體 > 國 內 自 行 研 發 專 案 管 理 軟 體 > Microsoft Project 2003 中 小 型 專 案 > Primavera 大 型 專 案 > Primavera SureTrak Project Manager 小 型 專 案 14

15 專 案 管 理 應 用 軟 體 範 例 Source: 15

16 More examples Source: Microsoft Project

17 More examples Source: 17

18 18

19 19

20 專 案 實 例 > 電 子 商 務 行 銷 專 案 ( 服 飾 代 理 家 具 ) > 大 型 活 動 專 案 ( 學 校 百 貨 歌 唱 比 賽 ) > 資 訊 系 統 發 展 專 案 ( 電 視 新 聞 數 位 影 音 資 料 庫 區 域 無 線 上 網 行 政 院 防 救 災 資 訊 系 統 委 外 專 案 計 畫 ) > 產 品 開 發 專 案 ( 手 機 RFID ) > 工 程 專 案 ( 建 築 土 地 開 發 高 鐵 捷 運 公 路 海 港 道 路 修 復 橋 梁 設 計 掩 埋 場 設 計 ) > 其 它 : 醫 療 防 疫 小 組 人 力 召 募 專 案 創 業 20

21 Project Life Cycle ( 專 案 生 命 週 期 ) 21

22 PM Processes (PDCA) Source: PMBOK 2004 Plan Do Check Action Cycle 22

23 Five Project Management Processes > Initiating Processes ( 起 始 過 程 ) > Planning Processes ( 計 畫 過 程 ) > Executing Processes ( 執 行 過 程 ) > Controlling Processes ( 控 制 過 程 ) > Closing Processes ( 結 案 過 程 ) 23

24 Nine Project Management Knowledge Areas > Knowledge areas describe the key competencies that project managers must develop. Four core knowledge areas lead to specific project objectives (scope, time, cost, and quality). Four facilitating knowledge areas are the means through which the project objectives are achieved (human resources, communication, risk, and procurement management). One knowledge area (project integration management) affects and is affected by all of the other knowledge areas. All knowledge areas are important! 24

25 Project Management Framework 25

26 Relationships Among Process Groups and Knowledge Areas PMBOK Guide 2004, p

27 Relationships Among Process Groups and Knowledge Areas (cont d) 27

28 專 案 管 理 引 用 之 技 術 28

29 Decision Tree 決 策 樹 > Decision Tree: a graphical model of the natural sequence of both decision and state variables and their possible values Sequence may/may not matter All possible conditions should be included in model 29

30 Go/No-Go Decision (Chou) 30

31 Cost Prediction (Birnie 1991) Example: Microsoft Excel 工 作 表 31

32 其 它 的 決 策 實 例 > 該 買 預 售 屋 或 是 成 屋? > 活 動 該 辦 在 地 點 A, B, or C? > 賣 場 大 樓 該 建 於 何 處? > 該 錄 取 何 人? > 道 路 規 劃 路 線 該 選 擇 A, B, or C? > 醫 療 精 密 儀 器 該 選 擇 何 廠 牌? > 隧 道 工 程 該 採 用 何 種 工 法? (TBM 爆 破 法 潛 盾 工 法 ) > 32

33 Fishbone Diagram Microsoft Visio Drawing 33

34 Gantt Chart for Software Launch Project 34

35 Sample Tracking Gantt Chart 35

36 Sample Activity-on-Arrow (AOA) Network Diagram for Project X 36

37 Task Dependency Types 37

38 Critical Path Method (CPM) > CPM is a network diagramming technique used to predict total project duration. > A critical path for a project is the series of activities that determines the earliest time by which the project can be completed. > The critical path is the longest path through the network diagram and has the least amount of slack or float. > Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date. 38

39 Determining the Critical Path for Project X 39

40 Program Evaluation and Review Technique (PERT) > PERT is a network analysis technique used to estimate project duration when there is a high degree of uncertainty about the individual activity duration estimates. > PERT uses probabilistic time estimates: Duration estimates based on using optimistic, most likely, and pessimistic estimates of activity durations, or a threepoint estimate. 40

41 PERT Formula and Example > PERT weighted average = optimistic time + 4X most likely time + pessimistic time > Example: PERT weighted average = 6 8 workdays + 4 X 10 workdays + 24 workdays = 12 days 6 where: optimistic time= 8 days most likely time = 10 days pessimistic time = 24 days Therefore, you d use 12 days on the network diagram instead of 10 when using PERT for the above example. 41

42 Management Information Systems in PM > MS Office Word Excel Visio Project 2003 FrontPage PowerPoint Access > Primavera > ASP Application tailored for client s needs > Open Source Software > 42

43 43

44 九 大 知 識 領 域 > Project Integration Management > Core Knowledge [main focus in this two lectures] Project Scope Management Project Time Management Project Cost Management Project Quality Management > Facilitating Knowledge [introduction only] Project Human Resource management Project Communication Management Project Risk Management Project Procurement Management 44

45 Project Integration Management Processes > Develop the project charter: Work with stakeholders to create the document that formally authorizes a project the charter. Adobe Acrobat 7.0 Document > Develop the preliminary project scope statement: Work with stakeholders, especially users of the project s products, services, or results, to develop the high-level scope requirements and create a preliminary project scope statement. > Develop the project management plan: Coordinate all planning efforts to create a consistent, coherent document the project management plan. 45

46 Project Integration Management Processes (cont d) > Direct and manage project execution: Carry out the project management plan by performing the activities included in it. > Monitor and control the project work: Oversee project work to meet the performance objectives of the project. > Perform integrated change control: Coordinate changes that affect the project s deliverables and organizational process assets. > Close the project: Finalize all project activities to formally close the project. 46

47 47

48 專 案 選 擇 與 決 策 分 析 模 式 - Financial Analysis of Projects > Financial considerations are often an important aspect of the project selection process. > Three primary methods for determining the projected financial value of projects: Net present value (NPV) analysis Payback analysis Microsoft Excel 工 作 表 Microsoft Excel 工 作 表 48

49 Return on investment (ROI) Multiply by the discount factor each year, then subtract costs from cumulative benefits to get NPV. ROI = (total discounted benefits - total discounted costs) / discounted costs 49

50 Weighted Scoring Model > A weighted scoring model is a tool that provides a systematic process for selecting projects based on many criteria. > Steps in identifying a weighted scoring model: 1. Identify criteria important to the project selection process. 2. Assign weights (percentages) to each criterion so they add up to 100 percent. 3. Assign scores to each criterion for each project. 4. Multiply the scores by the weights to get the total weighted scores. > The higher the weighted score, the better. 50

51 Sample Weighted Scoring Model for Project Selection 51

52 What is Project Scope Management? > Scope refers to all the work involved in creating the products of the project and the processes used to create them. > A deliverable ( 交 付 標 的 ) is a product produced as part of a project, such as hardware or software, planning documents, or meeting minutes. > Project scope management includes the processes involved in defining and controlling what is or is not included in a project. 52

53 Project Scope Management Processes > Scope planning: Key inputs include the project charter, preliminary scope statement, and project management plan. > Scope definition: Reviewing the project charter and preliminary scope statement and adding more information as requirements are developed and change requests are approved. > Creating the WBS: Subdividing the major project deliverables into smaller, more manageable components. > Scope verification: Formalizing acceptance of the project scope. Scope creep! > Scope control: Controlling changes to project scope. 53

54 Sample Intranet WBS Organized by Product 54

55 Sample Intranet WBS Organized by Phase 55

56 Intranet WBS in Tabular Form 1.0 Concept 1.1 Evaluate current systems 1.2 Define requirements Define user requirements Define content requirements Define system requirements Define server owner requirements 1.3 Define specific functionality 1.4 Define risks and risk management approach 1.5 Develop project plan 1.6 Brief Web development team 2.0 Web Site Design 3.0 Web Site Development 4.0 Roll Out 5.0 Support 56

57 Intranet WBS and Gantt Chart in Project

58 Intranet Gantt Chart Organized by Project Management Process Groups 58

59 Resulting WBS in Chart Form 59

60 Scope Management Demo How to input scope based on WBS How to number activities Output to VISIO Microsoft Project Document 60

61 Project Time Management Processes > Activity definition: Identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables. > Activity sequencing: Identifying and documenting the relationships between project activities. > Activity resource estimating: Estimating how many resources a project team should use to perform project activities. > Activity duration estimating: Estimating the number of work periods that are needed to complete individual activities. > Schedule development: Analyzing activity sequences, activity resource estimates, and activity duration estimates to create the project schedule. > Schedule control: Controlling and managing changes to the project schedule. 61

62 Activity Sequencing > Involves reviewing activities and determining dependencies. > A dependency or relationship relates to the sequencing of project activities or tasks. > You must determine dependencies in order to use critical path analysis. 62

63 Network Diagrams > Network diagrams are the preferred technique for showing activity sequencing. > A network diagram is a schematic display of the logical relationships among, or sequencing of, project activities. > Two main formats are the arrow and precedence diagramming methods. 63

64 Sample PDM (Precedence Diagramming Method) Network Diagram 64

65 Gantt Charts > Gantt charts provide a standard format for displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format. > Symbols include: Black diamonds: Milestones Thick black bars: Summary tasks Lighter horizontal bars: Durations of tasks Arrows: Dependencies between tasks 65

66 Gantt Chart for Software Launch Project 66

67 Adding Milestones to Gantt Charts > Many people like to focus on meeting milestones, especially for large projects. > Milestones emphasize important events or accomplishments in projects. > You typically create milestone by entering tasks that have a zero duration, or you can mark any task as a milestone. 67

68 Sample Tracking Gantt Chart 68

69 Critical Path Method (CPM) > CPM is a network diagramming technique used to predict total project duration. > A critical path for a project is the series of activities that determines the earliest time by which the project can be completed. > The critical path is the longest path through the network diagram and has the least amount of slack or float. > Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date. 69

70 Estimate Activity Duration AIB AOA Source: Successful PM 70

71 Case Study: Development of a Web-based IS Requested to complete in 50 days Source: Successful PM 71

72 Forward Path: ES & EF Source: Successful PM 72

73 Backward Path: LS & LF Source: Successful PM 73

74 Summary Table TF = LF EF = LS - ES Critical path can be determined by the least TF. This project schedule should be shortened by 9 days to meet the owner s need. 74

75 Critical Path Source: Successful PM 75

76 Using the Critical Path to Shorten a Project Schedule > Three main techniques for shortening schedules: Shortening the duration of critical activities or tasks by adding more resources or changing their scope. Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost. Fast tracking activities by doing them in parallel or overlapping them. 76

77 Words of Caution on Using Project Management Software > Many people misuse project management software because they don t understand important concepts and have not had training. > You must enter dependencies to have dates adjust automatically and to determine the critical path. > You must enter actual schedule information to compare planned and actual progress. 77

78 Project Time Management Demo How to input duration based on activity sequencing How to establish task dependencies Find critical path Review CP information through VIEW Reports Overview Critical Tasks Microsoft Project Document 78

79 Project Cost Management Processes > Cost estimating: Developing an approximation or estimate of the costs of the resources needed to complete a project. > Cost budgeting: Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance. > Cost control: Controlling changes to the project budget. 79

80 Types of Cost Estimates 80

81 Cost Estimation Tools and Techniques > Basic tools and techniques for cost estimates: Analogous or top-down estimates: Use the actual cost of a previous, similar project as the basis for estimating the cost of the current project. Bottom-up estimates: Involve estimating individual work items or activities and summing them to get a project total. Parametric modeling: Uses project characteristics (parameters) in a mathematical model to estimate project costs. Computerized tools: Tools, such as spreadsheets and project management software, that can make working with different cost estimates and cost estimation tools easier. 81

82 Sample Project Cost Estimate 82

83 Cost Budgeting > Cost budgeting involves allocating the project cost estimate to individual work items over time. > The WBS is a required input for the cost budgeting process because it defines the work items. > Important goal is to produce a cost baseline: A time-phased budget that project managers use to measure and monitor cost performance. 83

84 Cost Control >Project cost control includes: Monitoring cost performance EVM Ensuring that only appropriate project changes are included in a revised cost baseline. Informing project stakeholders of authorized changes to the project that will affect costs. 84

85 Earned Value Management (EVM) > EVM is a project performance measurement technique that integrates scope, time, and cost data. 源 於 1960 年 美 國 海 軍 於 專 案 之 成 本 管 制 > Given a baseline (original plan plus approved changes), you can determine how well the project is meeting its goals. > You must enter actual information periodically to use EVM. > More and more organizations around the world are using EVM to help control project costs. ( 澳 洲 加 拿 大 瑞 典 英 國 日 本 已 採 用 EVM 管 理 政 府 部 門 標 案 ) 85

86 Earned Value Management Terms > Plan Value (PV): 計 劃 值, 即 到 目 前 為 止 有 多 少 工 作 應 完 成 > Earned Value (EV): 實 獲 值, 目 前 多 少 工 作 已 完 成 > Actual Cost (AC): 實 際 成 本, 已 完 成 的 工 作 耗 用 多 少 成 本 > Budget at Completion (BAC): 完 工 總 預 算, 原 計 畫 的 工 作 總 成 本 應 為 多 少 > Estimate at Completion (EAC): 預 估 完 工 成 本, 現 在 預 估 工 作 總 成 本 為 多 少 86

87 Earned Value Calculations for One Activity After Week One 33% 50% 成 本 變 異 時 程 變 異 成 本 效 率 時 程 效 率 87

88 Rules of Thumb for Earned Value Numbers > Negative numbers for cost and schedule variance indicate problems in those areas. > A CPI or SPI that is less than 100 percent indicates problems. > Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule). 88

89 Earned Value Calculations for a One-Year Project After Five Months =8000*50/

90 Earned Value Chart for Project after Five Months If the EV line is below the AC or PV line, there are problems in those areas. 90

91 實 獲 值 管 理 圖 ( 專 案 管 理 基 礎 知 識 與 應 用 實 務,2005,NPMA) 91

92 Sample HR Cost Information HR sample file View HR info Assign resources to tasks Microsoft Project Document EVM sample file Microsoft Project Document 92

93 What Is Project Quality Management? > Project quality management ensures that the project will satisfy the needs for which it was undertaken. > Processes include: Quality planning: Identifying which quality standards are relevant to the project and how to satisfy them. Quality assurance: Periodically evaluating overall project performance to ensure the project will satisfy the relevant quality standards. Quality control: Monitoring specific project results to ensure that they comply with the relevant quality standards. 93

94 Table of Contents for a Quality Assurance Plan* 1.0 Draft Quality Assurance Plan 1.1 Introduction 1.2 Purpose 1.3 Policy Statement 1.4 Scope 2.0 Management 2.1 Organizational Structure 2.2 Roles and Responsibilities Technical Monitor/Senior Management Task Leader Quality Assurance Team Technical Staff 3.0 Required Documentation 4.0 Quality Assurance Procedures 4.1 Walkthrough Procedure 4.2 Review Process Review Procedures 4.3 Audit Process Audit Procedures 4.4 Evaluation Process 4.5 Process Improvement 5.0 Problem Reporting Procedures 5.1 Noncompliance Reporting Procedures 6.0 Quality Assurance Metrics Appendix Quality Assurance Checklist Forms *U.S. Department of Energy 94

95 Quality Assurance > Quality assurance includes all the activities related to satisfying the relevant quality standards for a project. > Another goal of quality assurance is continuous quality improvement. > Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization. > A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects. 95

96 Quality Control > The main outputs of quality control are: Acceptance decisions Rework Process adjustments > Some tools and techniques include: Statistical sampling Six Sigma Quality control charts 96

97 Statistical Sampling and Standard Deviation > Statistical sampling involves choosing part of a population of interest for inspection. > The size of a sample depends on how representative you want the sample to be. > Sample size formula: Sample size =.25 X (certainty factor/acceptable error) 2 > Be sure to consult with an expert when using statistical analysis. 97

98 Normal Distribution and Standard Deviation 98

99 Sigma and Defective Units Specification Range (in +/- Sigmas) Percent of Population Within Range Defective Units Per Billion ,300, ,400, ,700, ,

100 Sample Quality Control Chart 100

101 影 響 圖 (Influence Diagram) Alternative of fishbone diagram Labor Market PC Board Go or No Go Elec. Fac. Clean Room Enviro. Imp. Encour a- gement Policy Unit Price Labor Produc ti-vity Leasin g Fee Land Cost Facility Type & Size Tax Market Size Local Regula t-ion Tax Labor Cost Availa ble Capital Office Cost Cost Uncert a-inty Loss Design Earn Revenue Consul t-ant Fee Stable Politics Govern ment Policy Overse a Compet. Competi. in the Future Local Compe t. Existed Local Competi. Finance Profit Government Market O.F. 101

102 Stock Loan Trans portati on DSL Geogr aphy Avera ge Salary Educa tion Popul ation Tax Finan ce Politics Leasin g fee Land cost Convenience The availability of qualified Employee Government Policy Office Cost O.F. 102

103 Project HR Management 103

104 Responsibility Assignment Matrixes > A responsibility assignment matrix (RAM) is a matrix that maps the work of the project, as described in the WBS, to the people responsible for performing the work, as described in the OBS. 104

105 Sample Responsibility Assignment Matrix (RAM) 105

106 RAM Showing Stakeholder Roles 106

107 Staffing Management Plans and Resource Histograms > A staffing management plan describes when and how people will be added to and taken off the project team. > A resource histogram is a column chart that shows the number of resources assigned to a project over time. 107

108 Sample Resource Histogram 108

109 Sample Histogram Showing an Overallocated Individual What s wrong with this picture? Assume 100 percent means Joe is working eight hours per day. 109

110 Resource Leveling Example 此 處 總 時 程 並 未 拉 長, 但 並 非 常 態 110

111 Sample Resource Leveling Cash flow: View Reports Costs Cash flow Cost table: View Table:Cost resource 111

112 Project Tracking Output to PowerPoint: View Toolbars Analysis Copy Picture to Office Wizard Microsoft Project Document tracking 112

113 專 案 實 例 分 析 及 探 討 113