IT行业的项目管理

1、1brendaniel productions corp2brendaniel productions corpsetting the tonefor the program3brendaniel productions corp describe pm principles & techniques understand the global standard (pmbok) practice concepts in a learning environment identify what works for you and apply these concepts to your

2、own projects understand it specific challenges and be prepared take them onafter attending this training sessionyou will be able to:4brendaniel productions corpmasterycompetencyskillsknowledgeinformationexperiencepractice &feedbackapplicationstudy & training5brendaniel productions corpindivi

3、dually, write down three specific objectives for attending this training session6brendaniel productions corpsetting the tone for the programsetting up for successplanningproject controlmultiple projects discussionhandoff to operations7brendaniel productions corpinitiatingplanningcontrollingexecuting

4、closingpmbok page 288brendaniel productions corpscope managementquality managementtime managementcost managementhuman resource managementcontractor/procurement managementcommunications managementintegration managementbaselinebuilding a teambuilding a project9brendaniel productions corpmanagementcons

5、istently producing key results expected by stakeholdersleadershipestablishing directionaligning peoplecommunicating visionmotivating & inspiringapplicationpractice & improve management& leadership10brendaniel productions corp bc&pm training program course mix dont re-invent, it proba

6、bly exists (eds materials) team (techie) project team (manager) maturity cyclewhat are some challenges you have encountered in your work place11brendaniel productions corpscopemanagementinitiationscopeplanningscopedefinitionscopechange controlscopeverification project charterproject managerscope sta

7、tementscope mgmt planwbsacceptancechangescorrective actionsproduct descriptionstrategic plan12brendaniel productions corptimemanagementactivitydefinitionactivitysequencingactivitydurationestimatingschedulecontrolscheduledevelopment wbsscope statementactivity listactivity diagramactivity estimatespro

8、ject scheduleschedule updates13brendaniel productions corpqualitymanagementqualityplanningqualityassurancequalitycontrolquality improvementquality policy, scope statementproduct descriptionstandards & regulationsqmpoperational defnqmpoperational defnquality improvementacceptance decisionsrework,

9、 adjustments14brendaniel productions corpcostmanagementresourceplanningcostestimatingcostcontrolcostbudgeting resource requirementscost estimatescost baselinechanges - estimates, budgetcorrective actionswbs, scope statementresource poolorganizational policy15brendaniel productions corphuman resource

10、 managementorganizationalplanningstaffacquisitionteamdevelopmentproject interfacesstaffing requirementsramorganization chartstaffing management planproject staff assignedimproved performance16brendaniel productions corpcomm mgmt planproject recordsperformance reportschange requestsarchivesacceptance

11、requirementstechnologycommunicationsmanagementcommunicationsplanningadministrativeclosureperformancereportinginformationdistribution17brendaniel productions corpprocurement managementprocurementplanningsolicitationplanningsolicitationsource selectioncontractadministrationcontractclose-outscope state

12、mentproduct descriptionprocurement resourcesmarket conditionsother planning outputsconstraints & assumptionsprocurement management plansowsprocurement docsproposalsproposalsevaluation criteriacontractpaymentchangesdocumentationacceptance18brendaniel productions corphistorical informationorganiza

13、tional policiesproject planwork resultsproject planproject planupdatesintegrationmanagementproject plandevelopmentproject planexecutionoverallchange control19brendaniel productions corprisk events, sourcessymptomsopportunitiesthreatsrisk management plancontingenciescorrective actionsproduct descript

14、iontechnology, historyriskmanagementriskidentificationrisk responsecontrolrisk responsedevelopmentriskquantification20brendaniel productions corpindividually, write down what you feel are the three most important deliverables in a development life cycle.in teams discuss and justify your choices21bre

15、ndaniel productions corp repetitive ongoingreset objectives & continueperformed by peopleconstrained by limited resourcesplanned, executed, controlled temporarybeginning & enduniqueproduct or servicetemporarybeginning & enduniqueproduct or servicetemporarybeginning & enduniqueproduct

16、 or servicetemporarybeginning & enduniqueproduct or service 22brendaniel productions corpprojectscopeproject planstartendinitiatingplanningexecutingcontrolling closingconceptdevelopmentexecutionfinishlife cycleprocess groupsphases23brendaniel productions corpprobability of success increases with

17、 timeresourcestimecost & staffing levels low, high, low across life cyclethe ability of stakeholders to influence final characteristics decreases with time along the project phases24brendaniel productions corptotal $ spenttime25brendaniel productions corplife cyclea collection of generally seque

18、ntial project phases whose name and number are determined by control needs of the organization(s) involved in the projectphaseone or more tangible, verifiable work products (in effect its own project own life cycle)performance measurement to ensure deliverablesmanagement controlsequential logic desi

19、gned to properly define product26brendaniel productions corpwhat are some common phases in a technology driven project27brendaniel productions corpintegrate everything & everybodymeet project objectives within constraintsdecision maker - conflict resolution changes, resources, trade offcommunica

20、tions hubprime negotiator with stakeholders28brendaniel productions corpflexibleinitiative takercommunicatorintegratordecision makerproblem solverbig picture abilitymotivator+?29brendaniel productions corp attempt to micro-manage to gain control technical projects mean majority of project not totall

21、y understood majority of mistakes are in faking it team building leadership rolewhat are some challenges you have encountered in your work place30brendaniel productions corpabb minus atop 3flexible initiative taker communicator integrator decision maker problem solver big picture ability motivator 3

22、1brendaniel productions corptechnicalskillsadminskillshumanskillstrained orborn?32brendaniel productions corptechnical skills high lowhuman skills-reference: kerzner, 1998. page 125technical skills high lowhuman skillsteam memberteam leadermanagerdirectorexecutive-33brendaniel productions corpego dr

23、ivennarrow focusachievement drivenachievement vs. relationshipstrategic planning notvictim image organizational viewfear of obsolescence34brendaniel productions corp35brendaniel productions corpindividually, select the two powers that you feel you are very good at using.in your teams, share these se

24、lections, and discuss how a project manager could improve in each power type36brendaniel productions corp u.s. federally 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 a

25、n assessment model (the cmm) for software quality /37brendaniel productions corpinitialrepeatabledefinedmanagedoptimizing54321adhoc, individualbasic pm, similarstd sw processquantified & measured quantified feedback38brendaniel productions corp39brendaniel productions corpph

26、ase 1 education of all levelsleadership set directionteam set baseline knowledgephase ii auditquick assessment (best projects/practices)phase iii recommendationsset up sepg (software engineering process group)set up as project planeducate, measure, direct40brendaniel productions corp sei cmm where p

27、m fits into process first initiative from above monitoring and control mechanism pulls conflicting technical functional areas into a consistent frameworkwhat are some challenges you have encountered in your work place41brendaniel productions corpevaluate your organizations maturity level in each of

28、the eight process areas of the pmbok:scopetimequalitycommunicationshr managementprocurementriskcost42brendaniel productions corpthe design is driven by customer requirements.the primary benefit in doing this is, increased customer satisfaction for both internal and external customers.customer focust

29、eam focusone team one goaldedicatedaccountableglobalizingfunctional ownershipplanning43brendaniel productions corpa 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 culturesfor example i

30、dentify risks that can impact deliverya procedure is the detailed steps to adhere to the process. the procedure 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 lea

31、st 20 risks identified and quantified. the completed spreadsheet must be stored on the project server.44brendaniel productions corpprocedureprocessaccountabletop 3team meetingsexec reportingestimatingrequirements docrisk identificationchange controlquality assurancebudgeting-do you follow a document

32、ed procedure-do all the pms follow a documented procedure/process-do your senior managers check that you have followed the procedure45brendaniel productions corpsetting upfor success46brendaniel productions corpprojectmanagerseniormanagementthecustomerscompanypolicydirectionprojectteamotherline mana

33、gersprojectdirectivesprojectdirectionreportsreportsprogressreportsprogressreports47brendaniel productions corpas a team identify 30 stakeholder groupsthey impact the projectthey are impacted by the project48brendaniel productions corpwith your stakeholder list, identify the types of power you hold o

34、ver this person/group49brendaniel productions corpcost reductionan interdependent approachinternal projectscustomerprojectsmarketingoperations50brendaniel productions corpproject selection criteria are dictated by the business and technical objectives of the organizationit ensures that and money inv

35、ested yields the highest payback for the organizationthe criteria allow the management staff to know the viability of a proposed project prior to extensive planningit is also used as an ongoing measurement of the continued viability of a project once it startsas organizational objectives, so should

36、the selection criteria51brendaniel productions corp#projects / criteriariskhigh(5), medium(3) low(1)pay back periodbalance cost vs savings equationcash flow timingwhat q for deliveringnpvnpv/investment ratioresource availability12345678yes(1), probable (3), no (5)these columns could be weighteddefin

37、itions are required52brendaniel productions corp did communications plan as an exercise ability to position project correctly keeping project team focused on organizational objectiveswhat are some challenges you have encountered in your work place53brendaniel productions corprisk managementuncertain

38、ty + constraintprobabilityunpredictabilitycontingency (planning for failure)controlbased on factscommitmentplanning for success54brendaniel productions corptechnologyis this a technology we know well and have experience with?maturityis the technology mature, is it consistent with company direction?c

39、omponentsare we introducing components that are unique, new suppliers?complexityis the project easy to understand?requirementsare they stable - are there other projects that could impact/derail?55brendaniel productions corpqualityis there potential to decrease the quality metrics of our product?func

40、tional area are manufacturing, customer service, purchasing consistent?team commitmentsare there teams that may prioritize us off their schedules?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?56brendaniel

41、productions corpwhat are some things you can pad to ensure that when things go wrong, you are covered?57brendaniel productions corpscopecreepa constraint is a business driven definition that limits the pms ability to trade offcosttimeperformanceproduct58brendaniel productions corpas a teamfor each c

42、onstraint below, define 3 things you can do as a project manager to overcome the constrainttime you must deliver by 30 septembercost you cannot spend more than xxx on your projectquality it must pas 100% of the test casesresources you need 15 people, there are only 1059brendaniel productions corprem

43、ember the conceptsdevelopmentlife cyclethat fits best practices learn from experiencepipthe standardsets a baselineconsistencyproject inputconstraintslimitationrequirements60brendaniel productions corpcustomer requirements are being met,commercial requirements are being met,product and market are st

44、ill 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 objective - do we move forward ?61brendaniel productions corpobjectivesactivitiesdictatedeliverablesproducemeasure62brendaniel

45、 productions corpexperimental cycle(s)very well defined deliverables to prove the objective was metactivities are undertaken to produce the deliverables to prove the objective was metprototype cycle(s)preproduction cycle(s)production cycle(s)phase in63brendaniel productions corpdr - design reviewdi

46、- design inspectionfa - functional agreementcpa - component placement agreement(layout)pa - physical agreement(order & build)verify - verification64brendaniel productions corp not a hardware type provided visability milestones must be digital to the pm integral to overall project plan, not an ad

47、ditionwhat are some challenges you have encountered in your work place65brendaniel productions corpin your teamsdiscuss ways in which project managers can stay aware of the inch-pebbles within their project(without micro-management)66brendaniel productions corpevaluation factorsperformancequalityver

48、satilityease of learningease of useclassificationlevel i single project planninglevel ii single project managementlevel iii multiple projects 67brendaniel productions corpperform what ifs with instant resultsconsistency in management reporting by the teampresents a common project plan, project visio

49、nallows instant communications of datashows critical path, slack, dependencies instant switching between graph typesprovides easy visual to sophisticated datademonstrates measurable progress 68brendaniel productions corpmanagement may not like the outputlack of use in front end planninglack of day-t

50、o-day useno commitment to traininglack of technical supportgarbage in garbage outlack of insight into accumulated changesbosses are used to old systemlack of integration into company systemsviewed as replacement for face-to-face communicationsno training in the concepts being supported69brendaniel p

51、roductions corp4 scope definition - wbs4 activity/milestone definition, estimation4 baseline project plan4 resource costs - budgeting4 resource allocation & leveling4 critical path determination/pert4 decision support - diagrams4 slack analysis4 actuals data entry4 variance analysis4 default/ad

52、hoc reports4 using filters to steamline reporting4 change control4 integration with other software70brendaniel productions corp eds super document lost control kiss remember the contractor types framework for communications planwhat are some challenges you have encountered in your work place71brenda

53、niel productions corpwhat other software packages are used by a project manager72brendaniel productions corpmanagement+functional=operationalgapsgapsislandsmake the most effective use of resourcesachieve project objectivesaddress every changing factorswithin project characteristicsapplyproject manag

54、ement73brendaniel productions corptwo categoriesrevenue derived from othersmanagement by projectssupport systems project basedtraining, financialone clear superior for an employeegrouped by specialtyproject staff comes from across functions74brendaniel productions corpblend of projectized/functional

55、 organizationsweak matricesfunctional, pm is coordinator, expeditorstrong matricesprojectized with functional support75brendaniel productions corppure functionalpure projectizedweak matrixstrong matrix76brendaniel productions corp projects may be few and far between executives do not delegate effect

56、ively vertical approvals are time consuming functional areas hold information limited acceptance of pm process dependence on outside pm expertise77brendaniel productions corpin your teamsidentify - what are some common reasons for project managers and functional managers to disagree78brendaniel prod

57、uctions corptime in planning is never wasted79brendaniel productions corpdevelop a written statement as the basis for future project decisions ensures complete project is knownagreement between the project team and the project customer what is missingwhat is the effect/impactdynamic80brendaniel prod

58、uctions corpeliminates conflict common visionstandard communications toolensures objectives are understoodprovides basis for information gapsprovides first cut at risk/issues managementsets schedule as baseline81brendaniel productions corpsummary of project constraints/conditionsscope/objectives of

59、a projectobsram project manager functional supportram other organizationsmanagement conductproject scheduleestimatesresource metricssupport activitiesapproval system 82brendaniel productions corpprojectmanagementplan high level plan - milestonesproject management processreview deliverablesvo/pre pro

60、 planprogram reviewsapprovalsproduct release authoritystart with a blank piece of paper but start.83brendaniel productions corp focus was on the plans no planning limitation of technical knowledge meant had to use the team basis monitoring and control - baselinewhat are some challenges you have encountered in your work place84brendaniel productions corpdeliverable orien