企业项目组织管理-英文版(ppt-89页)课件

1、Topic 2PROJECT MANAGER+PROJECT ORGANIZATIONI. The Nature of Manmodel about human behaviorUnderstanding human behavior is fundamental to understanding how organizations function, whether are profit-making firms, non-profit enterprises, or government agencies.Understanding human behavior is also the f

2、undamental to understanding how person act - game.We will mainly focus on REMM.REMMResourceful, Evaluative, Maximizing ModelPostulates 1-4Postulate 1Every individual cares, he or she is an evaluator.1) The individual cares about almost everything, knowledge, independent,etc2) REMM is always willing

3、to make tradeoffs and substitutions.3) Individual preferences are transitive.Postulate 2Each individuals wants are unlimited1) If we designate those things that REMM values positively as GOODS, then he or she prefers more goods to less, GOODS can be anything from art objects to ethical norms.2) REMM

4、 cannot be satiated. He or she always wants more of some things, material goods/intangible goodsPostulate 3Each individual is a maximizer:He or she acts so as to enjoy the highest level of value possible. Individuals are always constrained in satisfying their wants-wealth, time, physical laws of nat

5、ure, limits of their own knowledge about various goods and opportunities, etc can be the constrains-opportunity set-be given and external.Postulate 4The individual is resourceful:Individuals are creative. They are able to conceive of change in their environment, foresee the consequences thereof, and

6、 respond by creating new opportunities-the limitation is is not immutable. Human beings are not only capable of learning new opportunity, they also engage in resourceful, creative activities that expand their opportunities in various ways.REMMs at work:Think about the effects of newly imposed constr

7、ains to human behavior. REMMs response to a new constrains is to begin searching for substitutes for what is now constrained, a search that is not restricted to existing alternatives. They will invent alternatives that did not previously exist. Examples. REMM means there are no “needs”-individual is

8、 always willing to make tradeoffs, willing to substitute-willing to give up a sufficient small amount of any good for sufficient large amount of other goods(in his or her own sense).There are no need, there only wants, desires. demands. If something is more costly, less will be demanded, than if it

9、were cheaper. -Cost/benefit analysis.Keep in mind:Almost all the people in the world act as REMMs, REMMs are everywhere - GAME between different parties-Try to understand what do your counter-party really want. II. Project Managers RoleObjectivesIDENTIFY:What a project manager isWhy a project manage

10、r is neededHow to perform the role of a project managerWhen a project manager will play a key role in the project Project manager-DefinitionA project manager is an individual responsible for: Planning and organizing Controlling and directing the day-to-day activities of a project(s) Delivering the p

11、roject objectives to Sponsor and Steering CommitteeA. Planning and Organizing1 Planning 1)The technical activities of the project that will produce the projects objectives:(1) team members activities; (2)schedule of the project deliverables.2) The financial objectives of the project is based on the

12、business case:(1)revenue from deliverables delivered to the client;(2) cost of team members labor;(3)cost of deliverables from suppliers;(4)all other project related cost2. Organizing1) The project team,roles and responsibilities for all team members2) The project documentation: (1) contract file;(2

13、) project plans;(3)project procedures; (4)financial documentation: invoices to clients; invoices from suppliers; (5)correspondenceB. Controlling Managing the risk factors of the projectManaging the changes to the projectManaging the issues and problems during the projectTracking the technical perfor

14、mance of the project- schedule, qualityTracking the financial performance of the projectTracking the suppliers performance against their contractTracking the client satisfactionManaging the morale of the project teamWhy have a project managerProject managers value-enhance the probability of a projec

15、t:-with quality products-that is on schedule-that completes within budget-with a satisfied client-that leads to follow-on businessHow do you do it1. Follow defined processes that enable you to PLAN and MANAGE the project2. Identify the SKILLS required for a good project manager: match those with the

16、 ones you possess; develop missing skills3. GAIN EXPERIENCE, do it in small steps: go from a small project to a larger one and so on until you are managing large multi-year complex projects.1. Follow defined processes that enable you to PLAN and MANAGE the project1). Planning Processes Develop a Wor

17、k Breakdown Structure(WBS)-include items to contain riskDevelop the networkEstimate cost & effortCreate a scheduleRepeat as necessary2) Managing ProcessesRisk management processException management processConduct project review(s)Project tracking process3) Fits the planning and managing processes to

18、gether 2. Skills RequirementA very good understanding and awareness of the businessExperience managing projects through the project implementation life cycleFluent communicatorAbility to manage people and motivate them to deliver according to rigorous, often punishing, timetablesAn understanding and

19、 solid appreciation of business planning and strategy techniquesAbility to understand and implement change management programsBe IT literate and fully conversant with the advantages that IT might bring to a planned program of changeUnderstand concepts of risk management and be able to execute itAbil

20、ity to manage client expectations while retaining alignment over evolving business needsCharacteristics of a good managerCommunicatorOrganizedPlannerTakes responsibilityManage expectationProblem analyzerRecognized leaderConfidentAggressiveCreative problem solverConsistentFlexibleCheer leaderPsychiat

21、ristLeadershipTeam builderCoordinatorFacilitatorPeople orientedMotivatorCharacteristics of a good managerSense of humorUnderstands userProven track recordSkills assessorGoal orientedEmpatheticRisk takerRealisticGood business personProfit drivenWhen does it StartWhen does a project manager get involv

22、ed?When an opportunity to do business with a customer is identifiedThis is during the Customer Relationship Management (CRM), Solution Design processCRM Solution DesignThe business process that manages an opportunity to do business with a customerDuring this process a solution for the identified opp

23、ortunity is developedThis process starts when the opportunity is identified and is carried on until the customer signs a contract or rejects the proposal for the solutionPhases of the CMR solution DesignThe following are the phases of the CMR Solution Design: Reviewing the opportunity Defining the s

24、olution Creating a proposal Obtaining customer approvalCMR Solution Design ProjectDuring this project there is a need for an individual who will be responsible for: -Planing the Solution Design project -Organizing the team and resources for the project -Directing and managing the day-to-day activiti

25、es -Delivering the project objectives and proposal to the customer This individual is a project managerSolution Delivery ProjectOnce the customer signs the contract the Solution Delivery project will startDuring this project there is a need for an individual who will be responsible for: -Planning th

26、e Solution Delivery project -Directing and managing the day-to-day activities -Organizing the team and resources -Delivering the project objectives and solutionThis individual is a project managerProject Management Starts?Project management starts at the beginning and stops at the end startup manage

27、 closecautionstopOne wayBaselineThe Solution Design and Solution Delivery have one other thing in common-A BaselineA Baseline is a position or statement from which change is identifiedBaseline(continue)In Solution Design the starting baseline is the identified customer requirements-This baseline wil

28、l grow and change as the requirements and solution are refinedIn Solution Delivery the starting baseline consists of the contract,proposal,etc.-This baseline will also change and grow throughout the life cycle of the projectBaseline: business caseOne of the key documents of that is a baseline at the

29、 start of the Solution Delivery is a business case:Business case is: a document justifying the project in financial term; The document usually contains the projected costs(to develop and run), and the business benefit that the sponsor is delivering to the sponsoring org.Summary A project manager is

30、a full time jobThe job has many responsibilities:.With the many responsibilities also comes many rewardsThe role of project manager is the key to the success of a projectMost projects fail not because of technical reasons but because of a lack of project management III. Roles of the Project TeamObje

31、ctivesDescribe the project organizationIdentify project team members and their responsibilities Identify project management responsibilitiesInformation Services (IS)ManagementOversee the progress of the project ScheduleCostUser satisfactionProject management support groupsIS Management-Support Group

32、sProject AssuranceLegalUser organizationsTechnicalProduct SafetyOther internal organizationsOther external organizationsUser Project ManagerProvides information,data,decisions and approvals to the project teamMonitors and reports on progress to upper user managementHelps resolve project issuesPartic

33、ipates in project teamMonitors and reports on progress to upper user managementHelps resolve project issuesParticipates in project status meetingsWith the Project Manager,administers the project change control procedureHelps resolves deviations from project plansProject ManagerOverall project respon

34、sibilityEstablishes project work plans,estimates and schedulesEstablishes project staffing requirementsEstablishes project training requirementsConducts project planning and project status meetingsTracks and reports project progress,including schedules and work productsTakes corrective action when n

35、eededProject ManagerPrepares and delivers project status reportsEstablishes and administers the change control procedurePrepares and makes presentations at project reviewsInterfaces with the User Project Manager and obtains agreement when necessarySystem ArchitectAssists the Project Manager in defin

36、ing,estimating and planning tasksCoordinates development of interfaces between other teams,applications,systems,etc.Participates in data base design and technical reviews Prepares project proceduresProvides technical guidance to team membersSystem ArchitectEstablishes guidelines,standards and proced

37、ures for format and content of work products (e.g.,reviews work products produced by team members )Coordinates walk-through and user review meetingsEvaluates and develops estimates for project change requestsSystem architectParticipates in status meetings and project reviewsResolves technical issues

38、Participates in technical design reviewsProvides inputs to test planReviews system test cases for completeness and accuracySelectively reviews test results to ensure the quality of testingProject librarianMaintains the project documents library and logsMaintains the correspondence filesMay assist wi

39、th the entry of weekly input into the project tracking systemAssists with clerical supportKey participant within project control office(PCO)Test coordinatorPrepares the test plan, including guidelines for preparation of: function list test scripts test cases test dataEstablishes the system test soft

40、ware environment and proceduresMonitors the running and review of test casesTest coordinatorMonitors the development of the system test function list for accuracy and completenessCoordinates and provides guidance to the User Analysts in the preparation of: test scripts test cases test data expected

41、test resultsMaintains problem reports and problem logTest coordinatorFollows up on problems reported to ensure that problems are being fixed within the established time periodCommunicates major problems and solutions to all project team membersMaintains the system test progress report, tracks and re

42、ports test statusTeam leader(1)Assists the project manager and system architect in defining and estimating tasks for project planDefines, estimates and assigns tasks to team membersPlans, tracks and reports the teams progress against schedulesProvides technical leadership to team memberParticipates

43、in user review meetingsTeam leader(2)With the system architect, evaluates project change requestHas primary responsibility for the problem and issues processParticipates in project reviewsAct as the primary contact with technical support personnelReviews the team members work products, and participa

44、tes in walkthroughsTeam member(1)Assists the team leader in defining and estimating tasksDocuments requirements and prepares assigned parts of the Requirements, External and internal design reports according to established guidelinesPrepares test cases, scripts and data according to the test planCon

45、ducts system test according the test planTeam member(2)Reviews system test results according to the test planPrepares assigned portions of the user manual according to the User Manual guidelinesPrepares user training materials and “training the trainer” according to the User Training guidelinePlans,

46、 schedules and conducts walkthrus of other team members work products Team members(3)Notifies the team leader of all apparent changes which might require change controlReports progress against the plan on a weekly basis: hours estimate to complete each task other key factors that may effect the sche

47、duleCodes of software productsInstalls software products Team member(4)Install hardware productsTests software and hardware products according to the established guidelinesProject executiveSame general responsibilities as Project manager, but at a much higher levelHigh level business managerUser VPS

48、ame general responsibilities as the User Project Manager, but at a much higher levelInterface to the Project ExecutiveProject Control officeMaintains key project documentation library and logsEnters the weekly input into the project tracking systemAssists/maintains he overall project plansAssists wi

49、th project review preparationtracks/controls all documentation necessary for the project Summary Define the project organization during the project objectives definition phaseDocument the user responsibilities during the project objective definition phaseComplete a Position Description for each indi

50、vidual on the projectIV. Team buildingTeam buildingHow do you select project members?What do you look for in a prospective project member?How do you make members of different org. into a project team?Selection of project teamSpecification of skills requiredResource pool: your department, user, subco

51、ntractor available? Qualified?Assessment process Your personnel User personnel Subcontractor personnelTeam introductionLead positionsTask assignments individual groupUser personnelSelection process responsibility assistanceTracking productivityPerception of assignmentUser organization department hea

52、d executiveTeam building factorsEducation/orientation total team your people user peopleFacilities smoking/non-smoking terminals telephones travel/parkingProject peopleStakeholders: see fig.Your team interviewsSkillsIndependentSelf-reliantGoal orientedPositive attitudeTeam selectionExperienceCapabil

53、ityAvailabilityAlso: personality group interaction desires and goalsMaintaining moraleMorale boosters: luncheons, activitiesMorale problems personnel conflicts travel/parking unusual working conditions technical incompetency expectationDeveloping skillsFormal education-schedule itO-J-T opportunities

54、-make them.Summary A project team consists of many people of varying background with varying goals with varying skill levels with a common goal/objectiveYou must manage EXPECTATIONby understandingby negotiatingby providing opportunitiesby communicatingfrom the beginningagreement with all partiesV. P

55、roject Initiation:meeting/orientationObjectives Describe the purpose of the project Kick-off meetingIdentify typical meeting agenda and participantsActivities prior to Project Kick-off MeetingReview project documentationHold initial meeting with user project manger-identify key issues/areas of conce

56、rnEstablish project work planDevelop staffing plan and project team org.Develop project teams work environmentPrepare team orientation packagesProject kick-off meetingPrepared and presented by PMWithin 2-3weeks of project startAttendees: executive sponsor of the project user project manager user dep

57、artment head I/S manager project teamKick-off meeting objectivesInitiate communicationsDevelop understandingGain agreementEstablish your role as a professional manager and business personTopics coveredDevelopment/implementation process to be usedSystem to be developedProject resources and schedulePr

58、oject management system to be usedUpcoming development activitiesDevelopment process to be usedA phase approach measurable units tasks and products are planned in detail deliverables: conform to standards, serve as baseline, basis for estimating joint development effort: executive management, set ob

59、jectives, provide direction, demonstrates support,participates in status reviewsJoint development effort(1)Project team knowledgeable in application development combined staffing full-time assignments goals: quality product; delivered on time; within budget; with user satisfactionJoint development e

60、ffort(2)User knowledgeable in business processes and needs best suited to decide business issuesI/S management knowledgeable in I/S standards & procedures identify any hardware and software constraintsSystem to be developedMain objectives as identified by the user any priorities, tradeoff issues cla