如何做到优秀的项目管理(1)

1、1How to Achieve Excellence in Project Management 如何做到优秀的项目管理It Takes More Than Just Training! 只有培训是不够的by Dr. Wong Ming Choon, VP ChinaTHE LEWIS INSTITUTE, INC.PROJECT MANAGEMENT SYSTEMSAll rights reserved.2 2002 by The Lewis Institute, Inc.All rights reserved.THE LEWIS INSTITUTE, INC.302 Chestnut Mo

2、untain DriveVinton, VA 24179Tel. 540-345-7850Revision 0, February 2002All rights reserved.3The Leadership Challenge: There is nothing more difficult to plan, more doubtful of success, nor more dangerous to manage than the creation of a new system. For the initiators have the enmity of all who would

3、profit by the preservation of the old institutions and merely lukewarm defenders in those who would gain by the new one.All rights reserved.4The Predictions Tom Peters, 2000 90% of white collar jobs will be gone within 10 15 years Assumption: smart systems (software robots) will replace and accurate

4、ly outperform white collar workers (in my opinion it mainly refers to some repetitive low level tasks) In 1970 it took 540 man-days to unload a ship. After containerisation it dropped to 8 (a 98.5% reduction!)All rights reserved.5The process of managing organizations has been impacted by three revol

5、utionary changesRecent Changes in Management1Accelerating replacement of traditional, hierarchical management by participatory management2The adoption of the “systems approach”, also called the “systems engineering approach” 3Organizations establishing projects as the preferred way to accomplish the

6、 many specific changes that must be made when the organizationattempts to alter its strategyAll rights reserved.6The future job sceneHottest jobs:Tissue EngineersGene ProgrammersPharmersFrankenfood MonitorsData MinersHot-line HandymenVirtual Reality ActorsNarrowcastersTuring TestersKnowledge Enginee

7、rsJobs that will disappear:Brokers, car dealers, insurance & RE agentsTeachersPrintersStenographersCEOsOrthodontistsPrison GuardsTruckersHouse KeepersFathers (& mothers?)Source : Time, 26-Jun, 00All rights reserved.7Tom Peters 5 Drivers for change:The competitive pressure by new e-enterprise

8、sAutomation of white collar jobGlobal OutsourcingB2B will link/integrate supply chains: Fast procurement globallyFast pace of innovation: It took 37 years for radio to get to 50 million homes. The Web 4 years!All rights reserved.8 Gradual random change & improvement (unsystematic & slow) Rap

9、id (market imposed) change (socially too painful & economically disruptive) Project/programme management of change (providing an ideal framework for orderly step changes)3 Approaches to Change Management:All rights reserved.9Change Management Change management applies at different levels: organi

10、sation, government department, industry & community Leadership, reward system, regulations & education are critical drivers for initiating & driving beneficial change Managing change by projects involves multiple projects coordinated centrally within a frameworkAll rights reserved.10 Bet

11、ter control Better customer relations Shorter development times Lower costs Higher quality and reliability Higher profit margins Sharper orientation toward results Better interdepartmental coordination Higher worker moraleWhy Have Enterprises Projectized?All rights reserved.11What Is Project Managem

12、ent ?All rights reserved.12ConceptDevelopmentClose-outImplementationScopeTimeHuman ResourcesProcure-mentQualityCostRiskCommun-icationsKnowledge AreasProject Life Cycle PhasesProject SuccessFramework For Project Integration ManagementAll rights reserved.13PLANNINGORGANIZINGDIRECTINGCONTROLLINGSystems

13、 and ProceduresFormat Organization People and ProductionBudgets and ResourcesObjectivesPoliciesProgramStructureStaffingCoordinatingMotivatingLeadingSupervisingCostQualityQuantityBASIC MANAGEMENT FUNCTIONSAll rights reserved.14MISSION/OBJECTIVESSITUATION ASSESSMENTCORPORATE STRATEGYSTRATEGIC PLANNING

14、Business Unit AnalysisIdentify and Evaluate Strategic AlternativesDevelop Strategic Plan and ImplementationMarket TargetingObjectivesPositioningMonitor PerformancePLANNINGORGANIZINGDIRECTINGCONTROLLINGProject CharterMilestonesActivitiesClose outTRADITIONAL MANAGEMENTPROJECT MANAGMENT+ +=PROFITABLE B

15、USINESSPLANNINGProject Management As an EnablerAll rights reserved.15A Core CompetenceTom Peters has observed that more than 50% of what gets done in organizations is project work. (See his book, Liberation Management, for more on this.)Clearly, project management should be a core competence, just l

16、ike accounting, manufacturing, or marketing. All rights reserved.16Project FailuresStudies have shown for many years that project failures remain highas many as 85 percent have problems. An estimated $128 billion is wasted in software projects each year. Approximately 30 percent of every dollar spen

17、t on projects is rework! All rights reserved.17Major Reasons for Project FailureFailing to define the problem to be solvedLack of planningNot understanding customer requirementsBallpark estimates become targetsEstimates are wishful thinking instead of data-basedAll rights reserved.18Number One Cause

18、Failure to properly define the problem to be solved by the project, because. We assume that “we all know what the problem is.”All rights reserved.19Project DefinitionEvery project is conducted to solve some problem or achieve some desired result. Tying these down is called defining the job. This yie

19、lds a problem statement, mission, and vision for the job. All rights reserved.20Mission Versus VisionVision is what the final result will look like! It defines done. The mission of a project is to achieve that vision. All rights reserved.21An ExampleEvery project solves a problem. Vision is what the

20、 result will look like. The mission is to achieve the vision. All rights reserved.22Cause People Problems Number TwoCommunicationConflicts Egos Hidden agendasPoliticsPoor teamworkCultural DifferencesAll rights reserved.23You Need Three Things to Have Successful ProjectsAdequate tools Proper systemsP

21、roject Managers and team members who have the skills needed for each facet of their jobsAll rights reserved.24Some Tools You NeedScheduling softwarePERT/CPM, Work Breakdown Structures, and Earned Value Analysis. All rights reserved.25Systems RequiredProject accountingA project management methodology

22、 Control systemProject prioritization systemResource allocation systemReward systemAll rights reserved.26Important People SkillsLeadership 领导能力Team building 团队建设Conflict management 冲突管理Negotiation 协商Persuasion and Influence 服与影Communication 沟通Political 政治Cultural sensitivity 文化敏感性All rights reserved

23、.27Supporting SkillsProblem solvingDecision makingInnovative thinkingTeam skills Group facilitationListening skillsGeneral management skills Project management skillsAll rights reserved.28Sub optimizing Wont WorkYou cant focus on just one of the three to get better project management. 。We have been

24、taught that if we optimize the performance of the accounting department, it will improve the entire organization.It wont! All rights reserved.29Lets Build the Worlds Best Car!If you put together the worlds best auto transmission, best brakes, best engine, best chassis, etc., you probably wont have a

25、 very good carWhy? They havent been designed to work together. All rights reserved.30Same for an OrganizationWhen done to a company, you wind up with an organizational Frankenstein. . . A hodgepodge of disjointed parts that dont make a functioning whole. All rights reserved.31Joint OptimizationYou h

26、ave to jointly optimize the three components. Tools, systems, and people must work together. All rights reserved.32An ExampleThe process shown below is balanced. Each stage produces 100 units per hour, which is exactly the rate needed by the following stage. Now we decide to improve it. All rights r

27、eserved.33The “Improved” ProcessWe have improved Stage 2, so that it can produce 150 units per hour. However, Stage 1 cannot provide that level of input to the second stage, nor can Stage 3 accept 150 units per hour, so we have not improved the overall process. This is what happens when you sub-opti

28、mize.All rights reserved.34Training Alone Isnt EnoughTraining addresses the “people” component. By itself it is hit-and-run training. Another example of sub-optimization. All rights reserved.35For instanceWe know several organizations that have trained hundreds of employees to manage projects. Follo

29、w-up surveys reveal that only about 10 % of those trained actually use what they learned. All rights reserved.36Why this Result?There are no systems in place to support the newly learned skills.Other employees resist the new approach because they dont understand it.People also dont perform newly lea

30、rned skills immediately.All rights reserved.37Skills Must Be DevelopedTraining must be followed with some coaching. World-class athletes arent developed over night! All rights reserved.38Do They Have Aptitude? Furthermore, it does no good to train people to manage projects who have no aptitude. 。You

31、 must select the right people to do the job. All rights reserved.39Selecting Project ManagersProject managers should be selected for management aptitude, not technical ability. A major aptitude is dealing with people. All rights reserved.40The Need for “People Skills”Project managers almost always h

32、ave a lot of responsibility but no authority. If they are to get anything done, it will be through influence or negotiating.All rights reserved.41I Hate People Problems! Technical people sometimes hate dealing with “people problems.” When this is true, they should not be made managers. All rights re

33、served.42You Need Dual Career PathsHowever,they often become managers to make more moneyand make themselves and everyone else miserable. Set up a dual career path, so technical people can make as much money as managers. All rights reserved.43Working Project ManagersProject managers often do technica

34、l work and also manage the project. When there is a conflict between doing work and managing, the work always takes priority and the managing suffers. All rights reserved.44Sacrificing QualityAlternatively, if you put tremendous time pressures on them, they will release garbagethey sacrifice quality

35、.Neither of these responses is acceptable. All rights reserved.45Have Your Cake & Eat It TooI suggest you consider having dedicated project managers, becauseThey can get really good at the job, andIt frees your technical people to do their technical jobs.All rights reserved.46Provide Systems and

36、 Tools Once you have the right people in place, to get full benefit from training, you must provide tools and put systems in place that allow the skills to be practiced.And you must train more than just those who will manage projectsfor example, their team members.All rights reserved.47Remember Even

37、 with the right project managers in place, you cant just give them scheduling software and expect them to be good project managers.Giving me a saw wont make me a carpenter! All rights reserved.48Teach Them to Use ToolsScheduling software is so complex today that giving it to people without training

38、them in how to use it is almost a waste of money.Dont expect them to learn it on the jobtheyre too busy doing work!All rights reserved.49The Role of Senior ManagersSenior managers must not only support the proper management of projectsThey must also insist on it!All rights reserved.50Project Portfol

39、io ManagementAll rights reserved.51Prioritize ProjectsUnless you have unlimited resources, you cant do it all.Select the projects that are most important right now.Do them.Then move on to the next level.All rights reserved.52Productivity GainsPrioritizing projects yields large productivity gains.See

40、 our program, Developing Resource Measures to find out why this is true.All rights reserved.53Insist on Good PlanningA fellow told me he went away from my class and started developing a plan.His boss told him to get his people out of the conference room so they could get the job done!All rights rese

41、rved.54The Payback from Planning Every hour spent planning will pay back three hours in time saved (unless people go crazy and get into planning paralysis!).Rework costs will drop dramatically.Targets will be met more consistently!All rights reserved.55Senior Managers Must Walk the TalkPeople do wha

42、t their bosses expect and reward them for doing.If you dont walk the talk, they know you arent serious about wanting good project management. All rights reserved.56More Suggestions #1 Link projects to overall business strategy Change to a project-based organization Make project management a function

43、, just like IS. All rights reserved.57Suggestions #2Develop a project management information system.Develop a plan for project manager selection and development. All rights reserved.58Suggestions #3 Do regular lessons-learned reviews. Sit in on project meetings. Ask to see project plans and reports.

44、 Develop a project management initiative. All rights reserved.59A Project Management Initiative Select a high-level manager to lead the effortsomeone who believes in project management. Choose a vertical cross-section of people to be on the team. Have them develop and execute a plan to make project

45、management a core competency. All rights reserved.60A PM Methodology This team should oversee development of a project management methodology. Otherwise, everyone will manage projects differently. All rights reserved.61InitiatingProcessesPlanningProcessesControllingProcessesExecutingProcessesClosing

46、ProcessesProcess Group OverviewAll rights reserved.62PriorPhases SubsequentPhasesInitiatingProcessesPlanning ProcessesControlling ProcessesExecuting ProcessesClosing ProcessesDesign PhaseInitiatingProcessesPlanning ProcessesControlling ProcessesExecuting ProcessesClosing ProcessesImplementation Phas

47、eInteraction Between PhasesProcess Group OverviewAll rights reserved.63Process Group OverviewTo the Planning Processes(Figure 35)Initiating Processes5.1InitiationSource : Project Management Book of Knowledge, PMI 2001All rights reserved.64Core Processes4.1Project PlanDevelopment7.3CostBudgeting6.3Ac

48、tivityDurationEstimating6.2ActivitySequencing7.1ResourcePlanning5.3ScopeDefinition6.1ActivityDefinition5.2ScopePlanning6.4ScheduleDevelopment7.2CostEstimatingTo theExecutingProcesses(Figure 36)From the InitiatingProcesses(Figure 34)From the ControllingProcesses(Figure 37)Facilitating Processes9.1Org

49、anizationalPlanning9.2StaffAcquisition12.1ProcurementPlanning12.2SolicitationPlanning8.1QualityPlanning10.1CommunicationsPlanning11.1RiskIdentification11.2RiskQuantification11.3Risk ResponseDevelopmentProcess Group OverviewSource : Project Management Book of Knowledge, PMI 2001All rights reserved.65

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52、 cati on12. 512. 5Cont ractCont ractAdm i ni strati onAdm i ni strati on10. 210. 2I nform ati onI nform ati onDi stri buti onDi stri buti on9. 39. 3TeamTeamDevel opm entDevel opm ent8. 28. 2Qual i tyQual i tyAssuranceAssurance4 4. . 2 2P Pr ro oj j e ec ct t P Pl l a an nE Ex xe ec cu ut ti i o on n

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