IT行业的项目管理(英文版)ppt课件

1、Project Management For Information Technology(IT) Professionals Presented by: Dan Fay, PMP BrenDaniel Productions Corp. Tel (902) 453-4192 Email ,Setting the Tone For the Program,Learning Objectives,Describe PM Principles & Techniques Understand the global standard (PMBoK) Practice concepts in a lea

2、rning environment Identify what works for you and apply these concepts to your own projects Understand IT specific challenges and be prepared take them on,After attending this Training Session you will be able to,Mastery Competency Skills Knowledge Information,Experience Practice & Feedback Applicat

3、ion Study & Training,How do I Succeed,Personal Success,Individually, write down three specific objectives for attending this training session,Setting the tone for the Program Setting Up For Success Planning Project Control Multiple Projects Discussion Handoff to Operations,Program Outline,Links of P

4、rocesses in Phases,PMBOK page 28,Scope Management Quality Management Time Management Cost Management Human Resource Management Contractor/Procurement Management Communications Management Integration Management Risk Management,Management Maturity,Baseline Building a Team Building a Project Building S

5、uccess,Success,Managing for Success,IT Challenges,BC&PM Training Program Course Mix Dont re-invent, it probably exists (EDS Materials,Team (Techie) Project Team (Manager) Maturity cycle,What are some challenges you have encountered in your work place,Scope Management Processes,Time Management Proces

6、ses,Quality Management Processes,Cost Management Processes,HR Management Processes,Communications Management,Procurement Management,Integration Management,Risk Management,High Level Concept,Individually, write down what you feel are the three most important deliverables in a development life cycle.

7、In teams discuss and justify your choices,Key Definitions,Operations Repetitive Ongoing Reset objectives & continue,Performed by People Constrained by limited resources Planned, Executed, Controlled,Projects Temporary Beginning & End Unique Product or Service,Projects Temporary Beginning & End Uniqu

8、e Product or Service,Projects Temporary Beginning & End Unique Product or Service,Project Temporary Beginning & End Unique Product or Service,Definitions-Looking Down,InitiatingPlanningExecutingControllingClosing,ConceptDevelopmentExecutionFinish,Probability of success increases with time,Life Cycle

9、 Characteristics,The ability of stakeholders to influence final characteristics decreases with time along the project phases,Total $ Spent,Life Cycle Characteristics,Time,Definitions,Life Cycle A collection of generally sequential project phases whose name and number are determined by control needs

10、of the organization(s) involved in the project,Phase one or more tangible, verifiable work products (in effect its own project own life cycle) performance measurement to ensure deliverables management control sequential logic designed to properly define product,Phase Discussion,What are some common

11、phases in a technology driven project,Project Managers Role,Integrate everything & everybody Meet project objectives within constraints Decision maker - Conflict resolution changes, resources, trade off Communications hub Prime negotiator with stakeholders,Project Managers Personality,Flexible Initi

12、ative taker Communicator Integrator Decision Maker Problem Solver Big picture ability Motivator,IT Challenges,Attempt to micro-manage to gain control Technical projects mean majority of project not totally understood Majority of mistakes are in faking it,Team Building Leadership Role,What are some c

13、hallenges you have encountered in your work place,Are You Set Up For Success ,Technical Skills,Admin Skills,Human Skills,Maintaining the Balance,Trained Or Born,Technical Skills,High,Low,Human Skills,Reference: Kerzner, 1998. page 125,Technical Skills,High,Low,Human Skills,Team MemberTeam LeaderMana

14、gerDirectorExecutive,Maintaining the Balance,Ego driven Narrow Focus Achievement Driven Achievement vs. Relationship Strategic Planning NOT Victim Image Organizational View Fear of Obsolescence,Technical Specialists,Five Sources of Authority,Legitimate Coercive Reward Expert Reverent,Knowing your Po

15、wer Base,Your Power Base,Individually, select the two powers that you feel you are very good at using,Legitimate Coercive Reward Expert Reverent,In your teams, share these selections, and discuss how a Project Manager could improve in each power type,Software Engineering Institute (SEI,U.S. federall

16、y funded center SEI Mission: To provide leadership in advancing the state of the practice of software engineering to improve the quality of systems that depend on software Provides an assessment model (the CMM) for software quality ,Capability Maturity Model (CMM,INITIAL,REPEATA

17、BLE,DEFINED,MANAGED,OPTIMIZING,5 4 3 2 1,Adhoc, Individual,Basic PM, Similar,Std SW Process,Quantified & Measured,Quantified Feedback,The Ideal Model,Kick Start (2 months,Phase 1 Education of All Levels Leadership Set direction Team Set baseline knowledge Phase II Audit Quick Assessment (Best projec

18、ts/Practices) Phase III Recommendations Set up SEPG (Software Engineering Process Group) Set up as Project Plan,IT Challenges,SEI CMM where PM Fits into process First initiative from above,Monitoring and Control mechanism Pulls conflicting technical functional areas into a consistent framework,What

19、are some challenges you have encountered in your work place,Software Quality Maturity-Exercise,Evaluate your organizations maturity level in each of the eight process areas of the PMBoK: ScopeTime QualityCommunications HR ManagementProcurement RiskCost,Why do we have a Process,Process v.s. Procedure

20、s,A Process is a high level concept that can be applied across organizations, across industry. It tries to minimize ambiguity but must allow flexibility for different cultures For example identify risks that can impact delivery A Procedure is the detailed steps to adhere to the process. The procedur

21、e is specific to an organization. example complete the attached risk identification spreadsheet by holding a two meeting with all team leaders of each functional area. There should be at least 20 risks identified and quantified. The completed spreadsheet must be stored on the project server,Your Tea

22、ms Base,Do you follow a documented procedure Do all the PMs follow a documented procedure/process Do your senior managers check that you have followed the procedure,Setting Up For Success,Project Manager,Communications Links,N(N-1)/2,18(18-1)/2,306/2=153,Stakeholder Analysis,As a Team Identify 30 St

23、akeholder groups They impact the project They are impacted by the project,Your Power Base Defined,With your stakeholder list, identify the types of power you hold over this person/group,Cost Reduction,An Interdependent Approach,Internal Projects,Customer Projects,Marketing,OPERATIONS,Meeting your Or

24、ganizations Vision,Project Selection Criteria,Project Selection Criteria are dictated by the business and technical objectives of the organization It ensures that and money invested yields the highest payback for the organization The criteria allow the management staff to know the viability of a pro

25、posed project prior to extensive planning It is also used as an ongoing measurement of the continued viability of a project once it starts As organizational objectives, so should the selection criteria,Projects / Criteria,Risk,High(5), Medium(3) Low(1,Pay Back Period,Balance Cost vs savings equation

26、,Cash flow timing,What Q for delivering,NPV,NPV/investment ratio,Resource availability,1,2,3,4,5,6,7,8,Project Selection Criteria (Example,YES(1), Probable (3), No (5,These columns could be weighted Definitions are required,IT Challenges,Did communications plan as an exercise Ability to position pro

27、ject correctly,Keeping project team focused on organizational objectives,What are some challenges you have encountered in your work place,Risk Management,Uncertainty + Constraint Probability Unpredictability Contingency (planning for failure,Control Based on Facts Commitment Planning for Success,Ris

28、k Areas (Example,TechnologyIs this a technology we know well and have experience with? MaturityIs the technology mature, is it consistent with company direction? ComponentsAre we introducing components that are unique, newsuppliers? ComplexityIs the project easy to understand? RequirementsAre they s

29、table - are there other projects that could impact/derail,Risk Areas (Example,QualityIs there potential to decrease the quality metrics of our product? Functional Area Are Manufacturing, Customer Service, purchasing consistent? Team CommitmentsAre there teams that may prioritize us off their schedul

30、es? Team SkillsDo we depend on a small team? i.e. Hero Bob quits-stopped cold. Executive Support Do we have the visibility required to stay alive,Contingency Plan Discussion,What are some things you can pad to ensure that when things go wrong, you are covered,PM Success Factors,A constraint is a bus

31、iness driven definition that limits the PMs ability to trade off,Negotiating Realism,As a Team For each constraint below, define 3 things you can do as a Project Manager to overcome the constraint,Time you must deliver by 30 September Cost you cannot spend more than XXX on your project Quality It mu

32、st pas 100% of the test cases Resources you need 15 people, there are only 10,Product Introduction Components,Remember the Concepts,Development Life CycleThat Fits,Best Practices Learn from Experience,PIP The Standard Sets a Baseline Consistency,Project Input Constraints Limitation Requirements,A De

33、velopment Life Cycle Why,Customer requirements are being met, Commercial requirements are being met, Product and market are still viable in the market place, Product development is on schedule, High standards of product quality and performance are being met,To provide periodic checks that,High Level

34、 Objective - Do We Move Forward ,The Life Cycle Process - Elements,Hardware Development (Example,Hardware Inch Pebbles - Per Cycle,DR - Design Review DI - Design Inspection FA - Functional Agreement CPA - Component Placement Agreement (LAYOUT) PA - Physical Agreement (ORDER & BUILD) Verify - Verific

35、ation,IT Challenges,Not a Hardware Type provided visability Milestones must be digital to the PM,Integral to overall project plan, not an addition,What are some challenges you have encountered in your work place,Interaction with the Team,In your Teams Discuss ways in which Project Managers can stay

36、aware of the inch-pebbles within their project (without micro-management,Software,Evaluation Factors Performance Quality Versatility Ease of Learning Ease of Use,Classification Level I single project planning Level II single project management Level III Multiple Projects,Why Computerize,Perform What

37、 Ifs with instant results Consistency in management reporting by the team Presents a common project plan, project vision Allows instant communications of data Shows critical path, slack, dependencies Instant switching between graph types Provides easy visual to sophisticated data Demonstrates measur

38、able progress,Common Challenges,Management may not like the output Lack of use in front end planning Lack of day-to-day use No commitment to training Lack of technical support Garbage In Garbage Out Lack of insight into accumulated changes Bosses are used to old system Lack of integration into compa

39、ny systems Viewed as replacement for face-to-face communications No training in the concepts being supported,Software - A Snapshot,Scope Definition - WBS Activity/Milestone Definition, Estimation Baseline project plan Resource Costs - Budgeting Resource Allocation & Leveling Critical Path Determinat

40、ion/PERT Decision Support - Diagrams Slack Analysis Actuals data entry Variance Analysis Default/Ad hoc reports Using filters to steamline reporting Change control Integration with other software,IT Challenges,EDS super document lost control KISS Remember the contractor types,Framework for communica

41、tions plan,What are some challenges you have encountered in your work place,Software Discussion,What other software packages are used by a Project Manager,Why Project Management,Make the Most Effective use of Resources Achieve Project Objectives Address every changing factors Within project characte

42、ristics,Project based organization Two categories revenue derived from others management by projects Support systems project based training, financial Functional organization one clear superior for an employee grouped by specialty project staff comes from across functions,Organizational Structures,M

43、atrix organization Blend of Projectized/Functional organizations Weak matrices functional, PM is coordinator, expeditor Strong matrices projectized with functional support,Organizational Structures,Describe Your Organization,The Balance of Matrices,Problems in a Non-Project-Driven Organizations,Proj

44、ects may be few and far between Executives do not delegate effectively Vertical approvals are time consuming Functional areas hold information Limited acceptance of PM Process Dependence on outside PM expertise,Interaction with Functional Units,In your Teams Identify - what are some common reasons f

45、or project managers and functional managers to disagree,Time in Planning is never wasted,The Project Plan,Develop a written statement as the basis for future project decisions ensures complete project is known Agreement between the project team and the project customer What is missing What is the ef

46、fect/impact Dynamic,Eliminates conflict common vision Standard communications tool Ensures objectives are understood Provides basis for information gaps Provides first cut at risk/issues management Sets schedule as baseline,The Project Plan Framework,Total Project Planning,Summary of project constra

47、ints/conditions Scope/Objectives of a project OBS RAM Project Manager Functional support RAM Other organizations Management conduct Project schedule Estimates Resource metrics Support activities Approval system,Project Management Plan,High Level Plan - Milestones Project Management Process Review De

48、liverables VO/Pre Pro Plan Program Reviews Approvals Product Release Authority,Start with a blank piece of paper but start,IT Challenges,Focus was on the plans no planning Limitation of technical knowledge meant had to use the team,Basis Monitoring and Control - Baseline,What are some challenges you

49、 have encountered in your work place,Deliverable oriented Organizes and defines total scope of project Levels represent increased detail May be products/services Relates components to each other/project Work not in WBS is outside scope of project Used to confirm a common understanding Helps in getti

50、ng commitment of project personnel,Work Breakdown Structure (WBS,Lowest Level is called a Work Package May be divided into Activities,The WBS is the basis for,Responsibility Assignment Matrix Budget & Cost Estimating Planning Total Program Breakdown Organizational Structure (OBS) Coordination of Obj

51、ectives Network Scheduling Contractual Structuring Risk Analysis Project Performance Measures,Benefits of WBS,Prevents missing deliverables Basis for project team commitment Establishes framework for project plan development Ensures deliverables are visible Helps in initial risk analysis,Activity De

52、finition,Activity definition is used to identify and document the specific activities that must be performed in order to produce the deliverables and sub-deliverables identified in the WBS,How do we do that,Activity,Consumes time (prepare, build, test) Must be measurable Single accountability Must b

53、e able to be perceived Stops Decomposition of the WBS,What are some common Rules of Thumb for Bottom Level Activities,Specified accomplishment Point in time Does not consume time or resources Expresses a state ( tested) Communications Tool to show digital progress Also called Milestones,Event,Activi

54、ty Exercise,In your teams, make a list of ten activities common to all of your projects. For each activity describe an event that tells you that the activity has completed successfully. For each event how can you as a project manager ensure that you know that the event has happened,For instance Exec

55、ute Test Case (activity) Test Case Complete (event) Submit Test Case Report to Project Manager by email,Activity Sequencing is performed to identify and document interactivity dependencies,Activity Sequencing,Types of Dependencies,Mandatory/Hard Relationship cannot be altered,Discretionary/Soft Pers

56、onal preference Approach, best practice Also called soft or preferred dependency,External Deliveries/supplies to project Usually also a hard dependency Treated as a constraint,Dependency Exercise,In Teams Identify Five hard dependencies Five soft dependencies and Five external dependencies common to

57、 your organization,Types of Dependencies,FS Finish to Start SF Start to Finish FF Finish to Finish SS Start to Start,Diagramming Methods,Precedence Diagramming Method (PDM,Also called Activity on Node (AON) Arrows can show lag/lead time,Arrow Diagramming Method (ADM,Also called Activity on Arrow (AO

58、A) Constraints shown as dummy activities,Diagramming Methods,Diagramming Methods,Flow Charts,IT Challenges,Asking stupid questions increases knowledge KISS Used all charts lost control Regular charts no more interruptions,Management Reporting,What are some challenges you have encountered in your wor

59、k place,FF/FS/ - Lead and Lag,Diagramming Notes,Objective of the diagram is to pass along information on the project-choice of diagram type should be driven by this fact Milestones can be shown on PDM as activities with zero duration ADM you must identify all activities and all milestones, PDM allow

60、s you to choose what milestones you want ADM you can add dummy activities (lines with no duration) to force dependency Diagramming rules must be used to ensure readability,Developing The Path(s,End,What Diagrams Can Tell You,Diagramming Exercise,Draw the network and identify the critical path using