某项目管理projectm3英文版课件

1、I. Project management processDec. 2001Wanjun JIANG GSM PKUProject Management ProcessArrows represent flow of documents and documentable itemsInitiating processesPlanning processesControlling processesExecuting processesClosing processesDec. 2001Wanjun JIANG GSM PKUInitiating processes-recognizing th

2、at a project or phase should begin or and committing to do soPlanning processes-devising and maintaining a workable scheme to accomplish the business need that the project undertaken to addressExecuting processes-coordinating people and other resources to carry out the plan Controlling processes-ens

3、uring that project objectives are met by monitoring and measuring progress and taking corrective action when necessaryClosing processes-formalizing acceptance of the project or phase and bringing it to an orderly endDec. 2001Wanjun JIANG GSM PKUInitiating processThe formal initiating links the proje

4、ct to the ongoing work of the performing Org.Inputs: product description; strategic plan; project selection criteria; historical informationTools and techniques: project selection methods; expert judgementOutputs: project charter; project manager identified/assigned; constrains; assumptionsDec. 2001

5、Wanjun JIANG GSM PKUPlanning processesCore processFacilitating processScopeplanningScopeDef.ActivityDef.ActivitysequencingResourceplanningDurationestimatingCostestimatingScheduledevelopmentCost budgetingProject plandevelopmentQuality planningCommunicationsplanningRiskidentificationRiskquantification

6、Risk responsedevelopmentOrganizationalplanningStaffacquisitionProcurementplanningSolicitationplanningDec. 2001Wanjun JIANG GSM PKUPlanning is of major importance to a project because the project involves doing something which has not been done before.The processes above are subject to to frequent it

7、erations prior to competing the plan. For example, if the initial completion date is unacceptable, project resources, cost, or even scope may need to be redefined. In addition, planning is not an exact science-two different teams could generate very different plans for the same project. Dec. 2001Wan

8、jun JIANG GSM PKUScope planning: developing a written scope statement as the basis for future project decisionsScope definition: subdividing the major project deliverables into smaller, or manageable componentsActivity definition: identifying the specific activities that must be performed to produce

9、 the various project deliverablesActivity sequencing: identifying and documenting interactivity dependenciesActivity duration estimating: estimating the number of work periods which will be needed to complete individual activitiesSchedule development: analyzing activity sequences, activity durations

10、, and resource requirements to create the project schedule. Resource planning: determining what resources (people, equipment, materials) and what quantities of each should be used to perform project activities.Dec. 2001Wanjun JIANG GSM PKUCost estimating: developing an approximation (estimate) of th

11、e costs resources needed to complete project activities.Cost budgeting: allocating the overall cost estimate to individual work itemsProject plan development: taking the results of other planning processes and putting them into a consistent, coherent document.Quality planning: identifying which qual

12、ity standards are relevant to the project and determining how to satisfy themOrganization planning: identifying, documenting, and assigning project roles, responsibilities, and reporting relationshipsStaff acquisition: getting the HR needed assigned to and working on the project.Dec. 2001Wanjun JIAN

13、G GSM PKUCommunication planning: determining the information and communications needs of the stakeholders: who needs what information, when will they need it, and how will it be given to them.Risk identification: determining which risks are likely to affect the project and documenting the characteri

14、stics of each.Risk quantification: evaluating risks and risk interactions to assess the range of possible project outcomesRisk response development: defining enhancement steps for opportunities and responses to threatsProcurement planning: determining what to procure and whenSolicitation planning: d

15、ocumenting product requirements and identifying potential sources.Dec. 2001Wanjun JIANG GSM PKUExecuting processes Facilitating processesProject plan executionInformationdistributionsolicitationTeamdevelopmentSourceselectionScope vertificationQualityassuranceContractadministrationDec. 2001Wanjun JIA

16、NG GSM PKUProject plan execution: carrying out the project plan by performing the activities included therein.Scope verification: formalizing acceptance of the project scopeQuality assurance: evaluating overall project performance on the regular basis to provide confidence that the project will sati

17、sfy the relevant quality standard.Team development: developing individual and group skills to enhance project performanceInformation distribution: making needed information available to project stakeholders in timely mannerSolicitation: obtaining quotations, bids, offers, or proposal as appropriates

18、ource selection: choosing from among potential sellerscontract administration: managing the relationship with the sellerDec. 2001Wanjun JIANG GSM PKUControlling processesfacilitating processesPerformance reportingOverall changecontrolScope changecontrolSchedulecontrolRisk responsecontrolCostcontrolQ

19、ualitycontrolDec. 2001Wanjun JIANG GSM PKUProject performance must be measured regularly to identify variances from the plan. The variance are fed into the control process in the various knowledge areas.Overall change control: coordinating changes across the entire projectScope change control: contr

20、olling change to project scopeSchedule control: controlling changes to the project schedule Cost control: controlling changes to the project budgetQuality control: monitoring specific project results to determine if the comply with relevant quality standards and identifying ways to eliminate causes

21、of unsatisfactory performancePerformance reporting: collecting and disseminating performance information, including status reporting, progress measurement, and forecastingRisk response control: responding to changes in risk over the course of the project.Dec. 2001Wanjun JIANG GSM PKUClosing processe

22、s Contractclose-outAdministrativeclosureDec. 2001Wanjun JIANG GSM PKUAdministration closure: generating, gathering, and disseminating information to formalize phase or project completionContract close-out: completion and settlement of the contract, including resolution of any open items.The process

23、illustrated above meet the test of general acceptancethey apply to most projects most of time. However, not all of the processes will be needed on all projects, and not all of the interactions will apply to all projects. When there is a need to make change, the change should be clearly identified, c

24、arefully evaluated, and actively managed.Dec. 2001Wanjun JIANG GSM PKUII. Project PlanningDec. 2001Wanjun JIANG GSM PKUWhy do I need a P.O.D.? To provide a baseline of information for approval or rejection of the project proposal To identify roles and responsibilities before the project is started T

25、o define completion (success) in advanceDec. 2001Wanjun JIANG GSM PKUP.O.D. Function Identify key assumptionDefine initial project scope project completion criteria functions addressed and not addressed work products and their completion criteria major activities significant dependenciesDec. 2001Wan

26、jun JIANG GSM PKUP.O.D. Function 2Identify resource requirements responsibilities(organization) skills time estimates material resources project costDetermine preliminary scheduleThe P.O.D. Should be formal proposal Dec. 2001Wanjun JIANG GSM PKUP.O.D. Minimum content IntroductionKey assumptionRoles

27、and responsibilitiesMajor productsCompletion criteriaEstimated scheduleEstimated costDec. 2001Wanjun JIANG GSM PKUWhy plan the P.O.D. ?To manage riskTo maximize return on investmentTo ensure client satisfactionTo communicateDec. 2001Wanjun JIANG GSM PKUIn the beginning. Plans Schedule Scope Resource

28、 Dec. 2001Wanjun JIANG GSM PKUP.O.D. Planning Process Define the productsIdentify technical activitiesEstimates hours for activitiesAdd level of effort hours Determine dependencies Identify staffing Identify other resources Identify utilization rate Determine activity size Determine activity duratio

29、n Develop estimated scheduleDec. 2001Wanjun JIANG GSM PKU1. Define the productsStandard products from: Design project: system requirements report system design report implementation phase plan Implementation project: detailed program specifications programs and programs documentation installation pl

30、anDec. 2001Wanjun JIANG GSM PKUNon-standard products: First of its kind? First in this company? First at this location?.Dec. 2001Wanjun JIANG GSM PKU2. Identify the technical activitiesExample: design project, activities include:1.Orientation2. Interview standards3. Global interview preparation4. St

31、andards for requirements report(SRR)5. Interviews: individual preparation; interview; minutes; confirm6. Consolidate data7. Write requirement report8. External design phase plan9. External design standards10.External design phase11. Internal design phaseDec. 2001Wanjun JIANG GSM PKU3. Estimate hours

32、 for activities Activities work hours1.Orientation(30hrs, 6 people) 1802. Interview standards 1603. Global interview preparation 804. Standards for requirements report(SRR) 605. Interviews (20) 640( 16x2 people x20) individual preparation 4 interview 4 minutes 4 confirm 46. Consolidate data 6007. Wr

33、ite requirement report 1408. External design phase plan 809. External design standards 6010.External design phase 200011. Internal design phase 2000Project total 6000Dec. 2001Wanjun JIANG GSM PKU4. Add level of effort hoursProject managementChange investigationProject meetings.Dec. 2001Wanjun JIANG

34、GSM PKU5. Determine dependencies“logical” order of activitiespredecessors / successorsuncover missing activitiesinitially ignore resource constrainsidentify critical path: the critical path is the path of longest duration through network; the task on the critical path is critical taskDec. 2001Wanjun

35、 JIANG GSM PKUDetermine dependencies1256387109411Dec. 2001Wanjun JIANG GSM PKU6. Identify staffingInternal personnel/skillsExternal personnel/skillsDec. 2001Wanjun JIANG GSM PKU7. Identify other resourcesDedicated test configurationLaser printers for documentationWord processing support.Dec. 2001Wan

36、jun JIANG GSM PKU8. Identify utilization rateHours available=2080(52x5x8)education 80vacation+holidays 160administration 80personal 80others 80Total non-productive hours 480Total productive hours 1600Dec. 2001Wanjun JIANG GSM PKUUtilization vs. Project duration(173 hours per month)Dec. 2001Wanjun JI

37、ANG GSM PKU9. Determine activities size(utilization 75%)Activities work hours weeks1.Orientation(30hrs, 6 people) 180 6.02. Interview standards 160 5.33. Global interview preparation 80 2.74. Standards for requirements report(SRR) 60 2.05. Interviews (20) 640( 16x2 people x20) 21.3 individual prepar

38、ation 4 interview 4 minutes 4 confirm 46. Consolidate data 600 20.07. Write requirement report 140 4.78. External design phase plan 80 2.79. External design standards 60 2.010.External design phase 2000 66.711. Internal design phase 2000 66.7Project total 6000 200Dec. 2001Wanjun JIANG GSM PKU10.Dete

39、rmine activity duration(technical staffing 6)Activities work hours weeks duration1.Orientation(30hrs, 6 people) 180 6.0 1.02. Interview standards 160 5.3 1.33. Global interview preparation 80 2.7 1.34. Standards for requirements report(SRR) 60 2.0 2.05. Interviews(20) 640( 16x2 people x20) 21.3 3.8

40、individual preparation 4 interview 4 minutes 4 confirm 46. Consolidate data 600 20.0 4.17. Write requirement report 140 4.7 1.28. External design phase plan 80 2.7 2.09. External design standards 60 2.0 1.010.External design phase 2000 66.7 11.211. Internal design phase 2000 66.7 11.2Project total 6

41、000 200 33.6Dec. 2001Wanjun JIANG GSM PKU11. Develop estimated schedule(requirements phase) Dec. 2001Wanjun JIANG GSM PKUP.O.D.planning process-another view Define scope-Define the products-Identify technical activities-Estimates hours for activities-Add level of effort hours -Determine dependencies

42、Dec. 2001Wanjun JIANG GSM PKUIdentify resources -Identify staffing -Identify other resourcesDevelop schedule-Identify utilization rate -Determine activity size -Determine activity duration -Develop estimated scheduleDec. 2001Wanjun JIANG GSM PKUIn the end .Scope Plans Schedule Resources Dec. 2001Wan

43、jun JIANG GSM PKUP. O. D.IntroductionKey assumptionRoles & responsibilitiesMajor productsCompletion criteriaEstimated scheduleEstimated costDec. 2001Wanjun JIANG GSM PKUWhen the process is complete.Evaluate risk in the P.O.D.Revisit the process to contain/reduce riskRevise outputs accordinglyIterate

44、 until “ready for project assurance”Dec. 2001Wanjun JIANG GSM PKU“We never have the time to do it right the first time, but we always have time to do it over.”“If we dont have time to do it right the first time, when are we going to have time to fix it?”Dec. 2001Wanjun JIANG GSM PKUIII. Project plan

45、ningDec. 2001Wanjun JIANG GSM PKUWhy plan?To manage riskTo increase user satisfactionNo surprisesTotal team ownershipTo communicateTo gain support and understandingTo know what you have doTo know how you will go about doing itTo provide a baseline for tracking progressTo manage changeTo establish co

46、mpletion criteriaTo minimize time, costs, and other resources needsDec. 2001Wanjun JIANG GSM PKU Dec. 2001Wanjun JIANG GSM PKUProject plansWork plan support planStaffing plan project reviewOther resources plan documentationFacilities plan approval/sign-offChange control plan trainingStatus reporting

47、 plan system testFinancial plan installationDocument control planContingency plan Dec. 2001Wanjun JIANG GSM PKUPlanning baselineP.O.D.AssumptionsOther commitments identify business decision to accept or reject incorporate into baseline planactions requiredget plan signed off by userplace approved ba

48、seline plan under change controlDec. 2001Wanjun JIANG GSM PKUPlanning process1. Define the products2. Identify tasks and subtasks3. Develop precedence diagram4. Assign hours to tasks5. Determine staff hours available6. Assign tasks to resources & balance against schedule 7. Add management tasks8. IT

49、ERATE until complete9. Prepare remaining plans and summariesDec. 2001Wanjun JIANG GSM PKUStep 1. Define the productsProduct types and sourcesTypes: P.O.D. Deliverables; Support productsSources: P.O.D. Materials(deliverables) Deliverable guidelines Statement of work OtherDec. 2001Wanjun JIANG GSM PKU

50、Standard productsresources timeDec. 2001Wanjun JIANG GSM PKUStep 2. Identify tasks and subtasks Types of task: standard; project-related; level-of -effortSources Department documentation procedures+guidelines Brainstorming sessions Experienced peopleDec. 2001Wanjun JIANG GSM PKU Dec. 2001Wanjun JIAN

51、G GSM PKUStandard major tasksRequirements definition Internal design plan and organize the project plan, organize internal design orient the project participants develop internal system structure establish the interview and data develop program function specs gathering plan develop data files specs

52、conduct interviews complete system design report consolidate interview data develop testing strategy complete requirements report draft conduct technical design interview review draft and obtain user approval review system design report with External design user and gain approval plan, organize exte

53、rnal design develop preliminary system architecture develop functional business flow design user inputs/outputs define application views of data base complete external design draft and review, obtain user approvalDec. 2001Wanjun JIANG GSM PKUProject-dependent tasksdatabase developmentconversion plan

54、ningconversion tasksinstallation planninguser and operator education planningvendor product testingsubcontractor coordinationDec. 2001Wanjun JIANG GSM PKULevel- of- effort(LOE) taskshard to define specific output completion criteriatend to be long runningwork on them is sporadicOrientationmanagement

55、 change investigationskills transfermeetingsDec. 2001Wanjun JIANG GSM PKUIdentify the tasksResponsibility can be assigned to one personTasks results are tangible and related to productTasks are less than one reporting cycle(40 hrs)Tasks are a day or longer in durationDec. 2001Wanjun JIANG GSM PKUPro

56、cess for defining tasksReview: the latest baseline plans for similar project standard task lists similar productGet together with other plannersBrainstorm: name all tasks that come to mind; dont worry about size, skills, duration; list tasks where everyone can see themDocument the task in more detai

57、l: title; description; complete criteriaAssign task IDs Dec. 2001Wanjun JIANG GSM PKUStep 3. Develop precedence diagram Determine interdependencies order of tasks predecessor/successor tasksIdentify missing tasksInitially assume resource independentCreate visual presentationDec. 2001Wanjun JIANG GSM

58、 PKUStep 4. Assign available hours to tasksReview project objectives estimatesEstimate individual detailed tasksSum up hoursCompare your hours to hours in estimating backup and resolve any discrepancies independent assessment negotiate with managerDec. 2001Wanjun JIANG GSM PKURules of thumbMeetings

59、require: material preparation rehearsal the presentation follow up times and number of people involvedInterviews take 2-3 people plus the intervieweePlanning & estimating takes time tooProject management 15-20% of the technical effortMust include individual project control effort: LOE, change contro

60、l, status reportingDec. 2001Wanjun JIANG GSM PKUProject objectives estimating backup: requirements phaseTasks Technical hours1. Orientation: (25hrs x 6) 1502. Interview standards 1303. Global interview preparation 704. Interviews(20) (20 x14x2 people) 560 individual preparation 3hrs interview 4hrs m