hp公司项目管理资料

1、world-wideproject managementmethodologyfocuspm applying focuspm for non-project managersinitiation phase planning and proposal phasesupport phaseselection phaseimplementation phasewarranty phase年度财务状况分析todays topicsn project management initiativen history of developmentn content and strategy n requi

2、red inputs to focuspmn key business pointsn methodology overviewn benefits of focuspmn why choose hp?focuspm: it will change the way we do business.jim sherriffcurrent staten the size and complexity of solution projects have been consistently growingn different result while delivered by different pm

3、 ( even excellent)n project managers use methodologies inconsistently n best practices are not captured, shared, or reused n the project managers role, responsibility and authority are not clearly definedn client dissatisfaction and low profitability are issues in many projects future staten project

4、s are a major contributor to our profitabilityn clients perceive our project management as one of hps competitive advantages n the project manager is perceived as a highly desired job within hp with clear authority and responsibility to make projects a successn using a single global methodology and

5、tools contribute to successful projectsn knowledge capture and reuse greatly increase the effectiveness of our project managersproject management initiative objective 2:nclearly define role and authority as well as measures, rewards, and scoping of project managersobjective 3:nrapidly enhance our pr

6、oject management capability through development and hiringobjective 1:n enable the implementation of a consistent project management methodology world-widerole of project managern responsible for profitability (scope / terms & conditions / cost / schedule) of projectn key role in selling process

7、 - qualifying project and recommending go / no gon assesses and manages risk during selling and delivery process n manages project team during the projectn manages relationship between clients and hp / partners / subcontractorsn major relationship with cbm, cbl & principal consultant in pre-sale

8、sn drives the success of the projectpms are empowered to:n have sole accountability for profitability of projectsn have a major responsibility in the selling processn have authority to be the only manager of project deliveryn have authority to be the major interface to client during the project does

9、 not mean that project manager is the most important person for project success - entire hp team is important for project success world-wideproject managementmethodologyfocuspminitiation phase planning and proposal phasesupport phaseselection phaseimplementation phasewarranty phase history of develo

10、pmentn project managers asked for a more professional methodology for planning and implementing projects nbased on previous principle (cplc) & hp best practicesn november 1996 initial strategy,january 1998 final reviewnww review team compared to previous methodologyh is consistent with the proje

11、ct management institutes (pmi & prince2 standards)h incorporates hp best practicesh provides rigor and detail in the planning phasesh includes a robust toolkit in the planning and implementation phasesh meets the need of project managers to manage increasingly larger and more complex projects be

12、nefits of focuspmh improved hp bottom line by cutting losses on projectsh ensures consistent world-wide approach to client projects (will be used by hpc, isbu, and osd)h developed under leadership of global hpc/ isbu steering committeehincorporates ww hpc/ isbu best practices and industry standard p

13、roject management methods and terminology (pmi and prince2)h can be used for any type of project (scaleable)h provides a full set of forms, tools and templateshincludes a rigorous process for assessing / managing riskcomponents of focuspm guide, manual and all tools on the web continuous improvement

14、 accessed through the web web based knowledge sharing (project snapshots and best practices) documentation management system (under investigation) n documentation methodology guide (phases / activities / tasks) reference manual (processes and techniques) toolkit (forms, templates and examples) quick

15、 reference card (quick overview)n electronic toolsn training and communication applying focuspm for project managers - 2 days applying focuspm for non-project managers - 1/2 day internal presentations for hpc and sales external slide set sales slide set web based training - qtr 3 (virtual university

16、) key strategiesn consistent quality criteria and measuresn knowledge sharing and re-use (project snapshots)n sequence of activities and tasks (bid plan, design, plan, propose, negotiate)n pm process measurements by phase, i.e., quality reviews n quality reviews - process and content (local process)

17、n pm methodology for project managersn scaleable: use on all projects n review criteria for each tool / outputn quality reviews in each focuspm phase and activityquality in focuspm focuspm: scaleable for all projectsvery large, complex projectsmall projectmedium-sized projecthow?initiation phase pla

18、nning and proposal phasesupport phaseselection phaseimplementation phasewarranty phase methodology structure of focuspmphaseactivitytaskprocessoutput* (tools)input* dont confuse output with client deliverables focuspm methodology overview2.1 prepare technical solution2.2 develop project scope statem

19、ent and wbs2.3 develop project schedule2.4 establish project resource requirements2.5 develop project risk management plan2.6 develop additional preliminary project plans2.7 develop project budget2.8 resolve inconsistencies in project plan2.9 perform project plan quality review2.10 prepare and prese

20、nt client proposal2.11 perform planning and proposal quality review activities3.1 reach agreement on proposal3.2 produce final proposal and project baseline3.3 complete contract3.4 perform selection quality review activities4.1 start up project4.2 conduct project controllproject plan executionlsched

21、ule tracking and controllfinancial tracking and controllhuman resources mgt.lcommunications mgt.lquality controllrisk managementlchange controllconfiguration mgt.lcontract and procurement mgt.4.3 implement solutionlmanage to the project plan project teams client expectations project deliverableslper

22、form client acceptanceltransfer to warranty and support4.4 close project implementation4.5 perform implementation quality reviewactivities5.1 fulfil warranty commitments5.2 perform warranty quality reviewactivities6.1 initiate post-warranty support services6.2 perform support quality reviewactivitie

23、s1.1 appoint project manager1.2 estimate bid effort of engagement1.3 perform quality review of engagement1.4 request authorisation to bidactivitiesphase1.0initiation2.0planning andproposal3.0selection4.0implementation5.0warranty6.0support required inputs(from principal consultants, solution consulta

24、nts) improvedwin ratioandrepeatablebusiness focuspmmethodology local authorisation form opportunity investigation(ao, sbc, etc.) request for proposal (rfp) invitation to quote (itq) signed risk opportunity and analysis model (roam) it will change the way we do business - jim sherriffn following focu

25、spm is mandatory for pmsn the project plan content is used in the proposaln planning components (design and project plan) can be deliverable templates in a consulting projectn hps service methodologies (from fois) are included in the development of the wbsn the project plan is the basis for the cont

26、ract and becomes the addendum to the contract - (not the proposal)n new roles and responsibilities for pms and othersn scalability - all activities and tasks requiredkey business pointsn if required resources are not available, pm escalates the issues and stops the project - rescheduling occurs upon

27、 start-upn checkpoints in the focuspm bid plan require management approval before proceeding -bid plan - presales-project plan - implementation-proposal - submission-client negotiated proposal changes-scope changeskey business points(continued)the project manager is responsible forn leading the deli

28、very of large integrate solution and for key steps in the sale of solution n overall project plan, budget, schedule, staffing.n overall risk management and profitability n making a recommendation to management (go/no go decision)n effectively applying the focuspm methodology to solution project n is

29、 the single point of contact with client n is the business manager for the projectn is accountable for the agreed-upon margin for the project n manages all people resources on the projectn is accountable to senior managern must have all change control requests approved by hp management and clientn p

30、rovides performance feedback on all project team members at major milestones and project close-out - aligned with hp consulting couselee review processduring the project, the project manager focuspm methodology overview2.1 prepare technical solution2.2 develop project scope statement and wbs2.3 deve

31、lop project schedule2.4 establish project resource requirements2.5 develop project risk management plan2.6 develop additional preliminary project plans2.7 develop project budget2.8 resolve inconsistencies in project plan2.9 perform project plan quality review2.10 prepare and present client proposal2

32、.11 perform planning and proposal quality review activities3.1 reach agreement on proposal3.2 produce final proposal and project baseline3.3 complete contract3.4 perform selection quality review activities4.1 start up project4.2 conduct project controllproject plan executionlschedule tracking and co

33、ntrollfinancial tracking and controllhuman resources mgt.lcommunications mgt.lquality controllrisk managementlchange controllconfiguration mgt.lcontract and procurement mgt.4.3 implement solutionlmanage to the project plan project teams client expectations project deliverableslperform client accepta

34、nceltransfer to warranty and support4.4 close project implementation4.5 perform implementation quality reviewactivities5.1 fulfil warranty commitments5.2 perform warranty quality reviewactivities6.1 initiate post-warranty support services6.2 perform support quality reviewactivities1.1 appoint projec

35、t manager1.2 estimate bid effort of engagement1.3 perform quality review of engagement1.4 request authorisation to bidactivitiesphase1.0initiation2.0planning andproposal3.0selection4.0implementation5.0warranty6.0support key decision: - hps response to client inputlocal authorisation formopportunity

36、investigationrequest for proposal (rfp)invitation to quote (itq)risk and opportunity analysis model (roam)outputproject manager appointmentclient requirementsproject mission and objectivesbid planbid quality reviewlocal authorisation formactivities1.1 appoint project manager1.2 estimate bid effort1.

37、3 perform quality review of engagement1.4 request authorisation to bid1.0initiation2.0planning andproposal3.0selection4.0implementation5.0warranty6.0support1.0 initiation phase - overviewobjective: manage hps opportunity cost key decision: - hps response to client1.1appoint project manager1.2estimat

38、e bid effort1.3perform qualityreview of engagement1.4request authorisation to bidengagement opportunityplanning andproposalactivity 1.1appoint project managertask 1.1.1select project managertask 1.1.3review project requirementstask 1.1.2establish project filelocal authorisation formopportunity inves

39、tigationrequest for proposal (rfp) or invitation to quote (itq)risk & opportunity analysis model (roam) hpc form1.1.1project manager engagementpmt5200letter and project charter1.1.2project filepmc12501.1.3client requirementspmt10801.1.2project file - establishedpmc12501.1.1project manager engage

40、mentpmt5200letter and project charterinputoutputtools1.0 initiation phasetaskidtooliddocument name1.1.1localrequest for proposal or invitation to quote1.1.1localopportunity investigation1.1.1localsolution business case (a0, a1, etc.)1.1.1hpc formrisk and opportunity analysis model1.1.1pmt5200project

41、 manager engagement letter andproject charter1.1.3pmf1080client requirements log1.2.1pmt1100project mission and objectives1.2.2pmt1200bid plan1.3.2pmf6051quality review - minutes1.4.1locallocal authorisation to develop proposal1.4.2pmc1250project file - updated1.4.3pmf5100internal/external resources

42、 (bid team)project file in initiation phase1.1appoint project manager1.2estimate bid effort1.3perform qualityreview of engagement1.4request authorisation to bidengagement opportunityplanning andproposalactivity 1.2estimate bid efforttask 1.2.1complete project mission and objectivestask 1.2.2develop

43、bid plan1.1.3client requirementspmf10801.1.3client requirementspmf10801.2.1project mission and objectivespmt11001.2.2bid planpmt12001.2.1 project mission and objectivespmt1100inputoutputtools1.0 initiation phase1.1appoint project manager1.2estimate bid effort1.3perform qualityreview of engagement1.4

44、request authorisation to bidengagement opportunityplanning andproposalactivity 1.3perform quality review of engagementinputoutputtoolstask 1.3.1review project documentationtask 1.3.2perform quality review1.1.2project filepmc12501.1.3client requirementspmf10801.2.1project mission and objectivespmt110

45、01.2.2bid planpmt12001.1.2project filepmc12501.2.1project mission and objectivespmt11001.2.2bid planpmt12001.3.2quality review - minutespmf60511.3.1 documentation review1.0 initiation phase 1.1appoint project manager1.2estimate bid effort1.3perform qualityreview of engagement1.4request authorization

46、 to bidengagement opportunityplanning andproposalactivity 1.4request authorization to bidtask 1.4.1present recommendation for approvaltask 1.4.3establish bid teamtask 1.4.2update project file1.2.1project mission and objectivespmt1100 1.2.2bid planpmt12001.3.2quality review - minutespmf60511.1.2proje

47、ct filepmc12501.4.1local authorisation1.2.2bid planpmt12001.4.1local authorisation1.4.3internal/external resources- bid teampmf51001.4.2project file - updatedpmc12501.4.1 local authorisationinputoutputtools1.0 initiation phasehighlights of initiation phaseproject mission and objectiven project backg

48、roundn project objective (client)n critical success factorn exclusionsn key milestonesn constrainn hp objectivesrisk management begins in the initiation phase and continues throughout the other phases:n sales team completes risk and opportunity analysis model (roam)n stresses value of formalized ris

49、k assessment process versus gut feelingn stresses control and profitabilitygood decision:n improved win/loss ration no bad projects!highlights of initiation phase(continued)the project manager:n is assigned early in the processn reviews sales information on client and projectn creates project missio

50、n and objectivesn develops bid plann recommends next stepn may have an additional project review with clienthighlights of initiation phase(continued)as input to phase 1, the sales team:n develops sales visionn conducts client evaluationn qualifies the client: - finds assurances that client can affor

51、d the solution - determines whether client vision is compatible with hp missionn develops initial risk analysis (roam)highlights of initiation phase(continued)n 1 out of 10 projects progress from initiation phase to planning and proposal phasen 3 out of 4 projects in the planning and proposal phase

52、progress to the selection phasen 4 out of 5 projects in the selection phase progress to the implementation phasesuccess story: uk hp consultingoverview of initiation phasekeydecisionsreviewpointsh selection of project manager (1.1.1)h bid recommendation (1.4.1)h quality review of engagement (1.3) 1.

53、0initiation2.0planning andproposal3.0selection4.0implementation5.0warranty6.0supportactivities2.1prepare technical solution2.2 develop project scope statement and wbs2.3develop project schedule2.4establish project resource requirements2.5develop project risk management plan2.6develop additional prel

54、iminary project plans2.7develop project budget2.8resolve inconsistencies in project plan2.9perform project plan quality review2.10prepare and present2.11perform planning and proposal quality reviewinputapproved bid planlocal authorisation formclient informationclient requirementsproject informations

55、ervice methodologiesoutputsolution designscope of workproject plan (including risk plan, support plan, and warranty plan)project filelocal pricing worksheetclient proposallocal authorisation formproject plan/proposal quality reviewobjective: design solution, develop project plan, and present a winni

56、ng proposal2.0 planning and proposal phase - overviewkey decisions: - design - moc inclusions - risk - scope - project plan - erp 2.2develop project scope statement + wbs2.3develop project schedule2.4establish project resource requirements2.5develop project risk management planinitiationphaseplannin

57、g andproposal(continued part 2)activity 2.1prepare technical solutiontask 2.1.1review client requirementstask 2.1.7determine service methodologiesand knowledge for reusetask 2.1.2evaluate management of change2.1.2client requirements - management of changepmf10801.2.1project mission and objectivespmt

58、11001.2.2bid planpmt12002.1.3client requirementspmf10801.2.1project mission and objectivespmt11002.1.3client requirementspmf10802.1.4internal/external resources - third partypmf51002.1.5internal/external resources - subcontractorpmf51002.1.5 internal/external resources - subcontractorpmf51002.1.5 su

59、bcontractor qualificationpmt56002.1.4internal/external resources - third partypmf51002.1.2client requirements - management of changepmf1080inputoutputtools2.1prepare technical solution1.2.1project mission and objectivespmt11001.2.2bid planpmt12002.1.3client requirementspmf10801.1.3 client requiremen

60、tspmf10801.2.1 project mission and objectivespmt11001.2.2 bid planpmt12002.1.3client requirements pmf10802.1.4internal/external resources - third partypmf51002.1.5internal/external resources - subcontractorpmf51002.1.6project mission and objectivespmt1100task 2.1.3review with clienttask 2.1.4select third-party produc