it行业的项目管理ppt课件

1、Project ManagementForInformation Technology(IT)Professionals Presented by: Dan Fay, PMPBrenDaniel Productions Corp. (902) 453-4192 brendanielprodaolSetting the ToneFor the ProgramLearning ObjectivesDescribe PM Principles & TechniquesUnderstand the global standard (PMBoK)Practice concepts in a learni

2、ng environmentIdentify what works for you and apply these concepts to your own projectsUnderstand IT specific challenges and be prepared take them onAfter attending this Training Sessionyou will be able to:MasteryCompetencySkillsKnowledgeInformationExperiencePractice &FeedbackApplicationStudy & Trai

3、ningHow do I Succeed?Personal SuccessIndividually, write down three specific objectives for attending this training sessionSetting the tone for the ProgramSetting Up For SuccessPlanningProject ControlMultiple Projects DiscussionHandoff to OperationsProgram OutlineLinks of Processes in PhasesInitiati

4、ngPlanningControllingExecutingClosingPMBOK page 28Scope ManagementQuality ManagementTime ManagementCost ManagementHuman Resource ManagementContractor/Procurement ManagementCommunications ManagementIntegration ManagementRisk ManagementManagement MaturityBaselineBuilding a TeamBuilding a ProjectBuildi

5、ng SuccessManagementConsistently producing key results expected by stakeholdersLeadershipEstablishing directionAligning peopleCommunicating visionMotivating & inspiringSuccessManaging for SuccessApplicationPractice & improve management& leadershipIT ChallengesBC&PM Training Program Course MixDont re

6、-invent, it probably exists (EDS Materials)Team (Techie) Project Team (Manager) Maturity cycleWhat are some challenges you have encountered in your work placeScope Management ProcessesScopeManagementInitiationScopePlanningScopeDefinitionScopeChange ControlScopeVerification Project CharterProject Man

7、agerScope StatementScope Mgmt PlanWBSAcceptanceChangesCorrective ActionsProduct DescriptionStrategic PlanTime Management ProcessesTimeManagementActivityDefinitionActivitySequencingActivityDurationEstimatingScheduleControlScheduleDevelopment WBSScope StatementActivity ListActivity DiagramActivity Est

8、imatesProject ScheduleSchedule UpdatesQuality Management ProcessesQualityManagementQualityPlanningQualityAssuranceQualityControlQuality ImprovementQuality Policy, Scope StatementProduct DescriptionStandards & RegulationsQMPOperational DefnQMPOperational DefnQuality ImprovementAcceptance DecisionsRew

9、ork, AdjustmentsCost Management ProcessesCostManagementResourcePlanningCostEstimatingCostControlCostBudgeting Resource RequirementsCost EstimatesCost BaselineChanges - estimates, budgetCorrective ActionsWBS, Scope StatementResource PoolOrganizational PolicyHR Management ProcessesHuman Resource Manag

10、ementOrganizationalPlanningStaffAcquisitionTeamDevelopmentProject InterfacesStaffing RequirementsRAMOrganization ChartStaffing Management PlanProject Staff AssignedImproved PerformanceComm Mgmt PlanProject RecordsPerformance ReportsChange RequestsArchivesAcceptanceRequirementsTechnologyCommunication

11、sManagementCommunicationsPlanningAdministrativeClosurePerformanceReportingInformationDistributionCommunications ManagementProcurement ManagementProcurement ManagementProcurementPlanningSolicitationPlanningSolicitationSource SelectionContractAdministrationContractClose-OutScope StatementProduct Descr

12、iptionProcurement ResourcesMarket ConditionsOther Planning OutputsConstraints & AssumptionsProcurement Management PlanSOWsProcurement DocsProposalsProposalsEvaluation CriteriaContractPaymentChangesDocumentationAcceptanceIntegration ManagementHistorical InformationOrganizational PoliciesProject PlanW

13、ork ResultsProject PlanProject PlanUpdatesIntegrationManagementProject PlanDevelopmentProject PlanExecutionOverallChange ControlRisk Events, SourcesSymptomsOpportunitiesThreatsRisk Management PlanContingenciesCorrective ActionsProduct DescriptionTechnology, HistoryRiskManagementRiskIdentificationRis

14、k ResponseControlRisk ResponseDevelopmentRiskQuantificationRisk ManagementHigh Level ConceptIndividually, write down what you feel are the three most important deliverables in a development life cycle.In teams discuss and justify your choicesKey DefinitionsOperations Repetitive OngoingReset objectiv

15、es & continuePerformed by PeopleConstrained by limited resourcesPlanned, Executed, Controlled Projects TemporaryBeginning & EndUniqueProduct or ServiceProjects TemporaryBeginning & EndUniqueProduct or ServiceProjects TemporaryBeginning & EndUniqueProduct or ServiceProjectTemporaryBeginning & EndUniq

16、ueProduct or ServiceProgram PROJECTScopeProject PlanStartEndDefinitions-Looking DownInitiatingPlanningExecutingControllingClosingConceptDevelopmentExecutionFinishLife CycleProcess GroupsPhasesProbability of success increases with timeLife Cycle CharacteristicsRESOURCESTIMECost & staffing levels low,

17、 high, low across life cycleThe ability of stakeholders to influence final characteristics decreases with time along the project phasesTotal $ SpentLife Cycle CharacteristicsTimeDefinitionsLife CycleA collection of generally sequential project phases whose name and number are determined by control n

18、eeds 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 designed to properly define productPhase DiscussionWhat are some common ph

19、ases in a technology driven projectProject Managers RoleIntegrate everything & everybodyMeet project objectives within constraintsDecision maker - Conflict resolution changes, resources, trade offCommunications hubPrime negotiator with stakeholdersProject Managers PersonalityFlexibleInitiative taker

20、CommunicatorIntegratorDecision MakerProblem SolverBig picture abilityMotivator+?IT ChallengesAttempt to micro-manage to gain controlTechnical projects mean majority of project not totally understoodMajority of mistakes are in faking itTeam Building Leadership RoleWhat are some challenges you have en

21、countered in your work placeAre You Set Up For Success ?TechnicalSkillsAdminSkillsHumanSkillsMaintaining the BalanceTrained OrBorn?Technical Skills High LowHuman Skills-Reference: Kerzner, 1998. page 125Technical Skills High LowHuman SkillsTeam MemberTeam LeaderManagerDirectorExecutive-Maintaining t

22、he BalanceEgo drivenNarrow FocusAchievement DrivenAchievement vs. RelationshipStrategic Planning NOTVictim Image Organizational ViewFear of ObsolescenceTechnical SpecialistsFive Sources of AuthorityLegitimateCoerciveRewardExpertReverentKnowing your Power BaseYour Power BaseIndividually, select the t

23、wo powers that you feel you are very good at using.LegitimateCoerciveRewardExpertReverentIn your teams, share these selections, and discuss how a Project Manager could improve in each power typeSoftware Engineering Institute (SEI)U.S. federally funded centerSEI Mission:To provide leadership in advan

24、cing the state of the practice of software engineering to improve the quality of systems that depend on softwareProvides an assessment model (the CMM) for software /Capability Maturity Model (CMM)INITIALREPEATABLEDEFINEDMANAGEDOPTIMIZING54321Adhoc, IndividualBasic PM, SimilarStd SW Pr

25、ocessQuantified & Measured Quantified FeedbackThe Ideal ModelKick Start (2 months)Phase 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

26、as Project PlanEducate, Measure, DirectIT ChallengesSEI CMM where PM Fits into processFirst initiative from aboveMonitoring and Control mechanismPulls conflicting technical functional areas into a consistent frameworkWhat are some challenges you have encountered in your work placeSoftware Quality Ma

27、turity-ExerciseEvaluate your organizations maturity level in each of the eight process areas of the PMBoK:ScopeTimeQualityCommunicationsHR ManagementProcurementRiskCostWhy do we have a Processthe design is driven by customer requirements.The primary benefit in doing this is, increased customer satis

28、faction for both internal and external customers.Customer FocusTeam FocusOne Team One GoalDedicatedAccountableGlobalizingFunctional OwnershipPlanningProcess v.s. ProceduresA Process is a high level concept that can be applied across organizations, across industry. It tries to minimize ambiguity but

29、must allow flexibility for different culturesFor example identify 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 te

30、am 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 Teams BaseDo you follow a documented procedureDo all the PMs follow a documented procedure/processDo your senior managers check that yo

31、u have followed the procedureSetting UpFor SuccessProjectManagerSeniorManagementTheCustomersCompanyPolicyDirectionProjectTeamOtherLine ManagersProjectDirectivesProjectDirectionReportsReportsProgressReportsProgressReportsCommunications LinksN(N-1)/231022118(18-1)/2306/2=153Stakeholder AnalysisAs a Te

32、am Identify 30 Stakeholder groupsThey impact the projectThey are impacted by the projectYour Power Base DefinedWith your stakeholder list, identify the types of power you hold over this person/groupCost ReductionAn Interdependent ApproachInternal ProjectsCustomerProjectsMarketingOPERATIONSMeeting yo

33、ur Organizations VisionProject Selection CriteriaProject Selection Criteria are dictated by the business and technical objectives of the organizationIt ensures that and money invested yields the highest payback for the organizationThe criteria allow the management staff to know the viability of a pr

34、oposed 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 the selection criteria#Projects / CriteriaRiskHigh(5), Medium(3) Low(1)Pay Back PeriodBalance Cost vs savings equationCash

35、 flow timingWhat Q for deliveringNPVNPV/investment ratioResource availability12345678Project Selection Criteria (Example)YES(1), Probable (3), No (5)These columns could be weightedDefinitions are requiredIT ChallengesDid communications plan as an exerciseAbility to position project correctlyKeeping

36、project team focused on organizational objectivesWhat are some challenges you have encountered in your work placeRisk ManagementUncertainty + ConstraintProbabilityUnpredictabilityContingency (planning for failure)ControlBased on FactsCommitmentPlanning for SuccessRisk Areas (Example)TechnologyIs thi

37、s 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 stable - are there other projects that

38、 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 schedules?Team SkillsDo we depend on a small t

39、eam? i.e. Hero Bob quits-stopped cold.Executive Support Do we have the visibility required to stay alive?Contingency Plan DiscussionWhat are some things you can pad to ensure that when things go wrong, you are covered?PM Success FactorsScopeCreepA constraint is a business driven definition that limi

40、ts the PMs ability to trade offCostTimePerformanceProductWithin Good Customer RelationsNegotiating RealismAs a TeamFor each constraint 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 pro

41、jectQuality It must pas 100% of the test casesResources you need 15 people, there are only 10Product Introduction ComponentsRemember the ConceptsDevelopmentLife CycleThat Fits Best Practices Learn from ExperiencePIPThe StandardSets a BaselineConsistencyProject InputConstraintsLimitationRequirementsA

42、 Development 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

43、 Objective - Do We Move Forward ?The Life Cycle Process - ElementsObjectivesActivitiesDictateDeliverablesProduceMeasureHardware Development (Example)Experimental Cycle(s)Very well defined deliverables to prove the objective was metActivities are undertaken to produce the deliverables to prove the ob

44、jective was metPrototype Cycle(s)PreProduction Cycle(s)Production Cycle(s)Phase InHardware Inch Pebbles - Per CycleDR - Design ReviewDI - Design InspectionFA - Functional AgreementCPA - Component Placement Agreement(LAYOUT)PA - Physical Agreement(ORDER & BUILD)Verify - VerificationIT ChallengesNot a

45、 Hardware Type provided visabilityMilestones must be digital to the PMIntegral to overall project plan, not an additionWhat are some challenges you have encountered in your work placeInteraction with the TeamIn your TeamsDiscuss ways in which Project Managers can stay aware of the inch-pebbles withi

46、n their project(without micro-management)SoftwareEvaluation FactorsPerformanceQualityVersatilityEase of LearningEase of UseClassificationLevel I single project planningLevel II single project managementLevel III Multiple Projects Why ComputerizePerform What Ifs with instant resultsConsistency in man

47、agement reporting by the teamPresents a common project plan, project visionAllows instant communications of dataShows critical path, slack, dependencies Instant switching between graph typesProvides easy visual to sophisticated dataDemonstrates measurable progress Common ChallengesManagement may not

48、 like the outputLack of use in front end planningLack of day-to-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 communica

49、tionsNo training in the concepts being supportedSoftware - A SnapshotScope Definition - WBSActivity/Milestone Definition, EstimationBaseline project planResource Costs - BudgetingResource Allocation & LevelingCritical Path Determination/PERTDecision Support - DiagramsSlack AnalysisActuals data entry

50、Variance AnalysisDefault/Ad hoc reportsUsing filters to steamline reportingChange controlIntegration with other softwareIT ChallengesEDS super document lost controlKISS Remember the contractor typesFramework for communications planWhat are some challenges you have encountered in your work placeSoftw

51、are DiscussionWhat other software packages are used by a Project ManagerWhy Project Management?Management+Functional=OperationalGapsGapsIslandsMake the Most Effective use of ResourcesAchieve Project ObjectivesAddress every changing factorsWithin project characteristicsApplyProject ManagementProject

52、based organizationTwo categoriesrevenue derived from othersmanagement by projectsSupport systems project basedtraining, financialFunctional organizationone clear superior for an employeegrouped by specialtyproject staff comes from across functionsOrganizational StructuresMatrix organizationBlend of

53、Projectized/Functional organizationsWeak matricesfunctional, PM is coordinator, expeditorStrong matricesprojectized with functional supportOrganizational StructuresDescribe Your OrganizationPure FunctionalPure ProjectizedProject Influencein Decision MakingFunctional Influencein Decision MakingThe Ba

54、lance of MatricesWeak MatrixStrong MatrixProblems in a Non-Project-Driven OrganizationsProjects may be few and far betweenExecutives do not delegate effectivelyVertical approvals are time consumingFunctional areas hold informationLimited acceptance of PM ProcessDependence on outside PM expertiseInte

55、raction with Functional UnitsIn your TeamsIdentify - what are some common reasons for project managers and functional managers to disagreeTime in Planning is never wastedThe Project PlanDevelop a written statement as the basis for future project decisions ensures complete project is knownAgreement b

56、etween the project team and the project customer What is missingWhat is the effect/impactDynamicEliminates conflict common visionStandard communications toolEnsures objectives are understoodProvides basis for information gapsProvides first cut at risk/issues managementSets schedule as baselineThe Pr

57、oject Plan FrameworkTotal Project PlanningSummary of project constraints/conditionsScope/Objectives of a projectOBSRAM Project Manager Functional supportRAM Other organizationsManagement conductProject scheduleEstimatesResource metricsSupport activitiesApproval system ProjectManagementPlan High Leve

58、l Plan - MilestonesProject Management ProcessReview DeliverablesVO/Pre Pro PlanProgram ReviewsApprovalsProduct Release AuthorityStart with a blank piece of paper but start.IT ChallengesFocus was on the plans no planningLimitation of technical knowledge meant had to use the teamBasis Monitoring and C

59、ontrol - BaselineWhat are some challenges you have encountered in your work placeDeliverable orientedOrganizes and defines total scope of projectLevels represent increased detailMay be products/servicesRelates components to each other/projectWork not in WBS is outside scope of projectUsed to confirm

60、 a common understandingHelps in getting commitment of project personnelWork Breakdown Structure (WBS)Lowest Level is called a Work PackageMay be divided into ActivitiesThe WBS is the basis for Responsibility Assignment MatrixBudget & Cost EstimatingPlanningTotal Program BreakdownOrganizational Struc