项目策划管理综合手册

1、DATACOM Information Technology LimitedWELCOMETO项目治理PROJECT TEAMMEMBER WORKSHOPA TWO DAY WORKSHOPThis workshop has been specifically designed to help you understand the essential principles of project management as a member of a project team and introduce you to a consistent process for managing any

2、type of Project in the Organization. The process is an integral part of the PROGRAM METHODOLOGY. Our objective is to ensure all programs and projects are effectively managed and reviewed to achieve success and delight our customers every time with on-time completion.The workshop includes a case stud

3、y to give you an opportunity to apply the techniques included in the methodology WORKSHOP OBJECTIVES工作室目的Understand Roles & Responsibilities明白职分及责任Understand team member role明白团体职分Learn the Methodology 学习方法Project definition 项目定义Project planning & scheduling 项目打算及排程Project execution 顶目实施Project clos

4、ure 项目完结Learn the techniques to use学习技术尽量利用Contributing to success达致成功ESTIMATING FACTORS可能因素TASK使命 SIZE EFFORT DURATION= WORK DAYS 大小 努力 期间=工作日数 CALENDAR TIME 日历时刻EFFORTDURATIONSCHEDULE努力期间进度表INPUTS输入Historical data过往资料Experience & skills经验及技巧Expert view专家意见BIAS? BIAS?偏见? 偏见? TASK任務 EFFORT努力 SIZE 大小

5、 PERSON DAYS個人生活DEFINE MEASUREMENTBASIS 估計定義基礎 其它?因素OTHER ? FACTORS EFFORT努力 ANALYSIS分析 CAPACITY 容量 WORKLOAD工作負擔DURATION日期 Critical Path Method PERT打算评审技术-PERTSFSF逻辑基础-依靠性BASED ON LOGIC-DEPENDENCY3 TYPES:三种类Finish to Start完结到起始Start to Start paired 起始到起始配对 Finish to Finish paired完结到完结配对CRITICAL PATH

6、 THE LONGEST PATH打算评审-最长要径-LEAST FLEXIBLE-最低灵活性Any slippage extends the Total Project Time TPT任何小疏忽加长总项目时刻CAREFUL: Compressing the schedulecan change the Critical Path警告:压缩排程能够改变要径CPM-PERT TERMSForward Pass- Early START and FINISH 前进-早开始及完成Backward Pass-Late START and FINISH 后退-开始及完成TOTAL FLOAT-摇摆SP

7、ARE TIME IN AN ACTIVITY分配时刻于各种活动INCLUDES FREE AND INDEPENDENT FLOAT包括自己反依靠性的摇摆CRITICAL ACTIVITY-ZERO FLOAT BY重要活动-零的摇摆DEFINITION-IT CAN BE FORCED!定义-能够强行OTHER RELATIONSHIPS其它关系 4dLEG GAP- A forced delay between tasks 2dLEAD LEEWAY-A forced start of thesuccessor before completion of thepredecessorErr

8、ors in LogicBOTH BREAK THE LOGIC OF THE NETWORK错误使纲络理论停止运作 THE LOOP 循环 THE DANGLE 摇摆不定REVIEW THE PROJECT DEFINITION检讨打算的定义Does the plan: 打算meet critical dates for deliverables? 在重要生活传递讯息clearly meet interface dates? 清晰相约其它生活OPTIMISATION INVOLVES: 理想打算包括understanding the conflicts 明白冲突的地点analysing pr

9、iorities 分析优先次序deriving options 削去不必要选择selecting the best realistic option 选取最真实性的决择seeking stakeholder agreement 查找投资者的同意书revising plans 重温打算的内容communicating to everyone 与其它人交换意见TRADE-OFFS & OPTIMISATIONTAKES TIME TO GET THE BESTSOLUTION选择性及乐观性用时刻来猎取最好的方案OPTIMISING TRADE-OFFS乐观性的选择POSSIBLE ACTIONS:

10、 可行方法Re-evaluate dependencies 重新评估依靠性Review relationships 回忆各种关系Introduce Lags and Leads-with care! 小心地引申拉引行为Split activities for concurrency 分散工序,保持合作性Review duration 检讨各工作时刻Review contingency time检讨一贯时刻所需Re-assign resources 重新分配资源Utilise the Total Float times 尽量利用所有空间时刻Reduce peak loading levering

11、 减少极大压力-平衡Seek more resources? 查找更多资源Increase resource capacities 增加资源地位Avoid re-invention 防止再发明其它选择Reduce Scope/specifications? 减少分工合作EVALUATE THE IMPACT 评估阻碍所及Use what-if analysis 假如用作为分析Review Project Risks 检讨其冒险机会Customer acceptance 客人同意机会OPTIMISING & RECOVERY PLANNING INSIDE A KEY STAGE乐观化及恢复打算

12、是一个重要时期 DEVELOP WHAT IFs 进展空间REDUCE THE OPTIONS 减少选择机会RECOMMENDED ACTIONS 推介行动 SEEK PROJECT LEADERAPPROVAL打算得到组长应允BEFORE YOU MODIFY THE PLAN在改变原定打算之前COMMUNICATE THE PLAN CHANGES TO THOSE DOINGTHE PROJECT WORK向有关工作人员解释新打算的改变SECURE RESOURCE COMMITMENTS保障资源承诺The Key Stage Owner 重要时期的拥有人The Resource 资源T

13、he Functional Manager 功能组不经理ALL PARTIES MUST SIGN UPPROJECT LEADER APPROVES参与者必须签署待组长批阅REVIEW THE RISK LOG检讨有危机的地点ASK: 问Have any changed rankling? 何种改变, 使人痛心Any ,moved to HIGH? 何事转为高危事件Any risks identified from planning? 何种危机被打算所确认Check the plan for areas of risk;检查打算裹有危机的地点Tasks on the Critical pat

14、h 重要关键时刻Tasks with long durations 长远打算Tasks dependent on third parties 依靠第三者Lags and Leads 落伍及前卫Complex tasks 繁复的工作Tasks using new technology 新科技应用Tasks with little float 摇摆不定Do not remove risks from the LOG, only remove the ranking不要将风险在日志中除掉,只有除掉次序优先IDENTIFY ISSUES PROMPTLYACTION TO RESOLVE IS A P

15、RIORITY定时确认危机优先采取行动解决The Project Leader must recordall issues.打算组长必须记录所有论点ISSUES ARE RATED: 论点分类RED-MAJOR-Escalated to Project Members红色-要紧-扩大到项目人员YELLOW-SERIOUS-Escalated to Sponsor黄色-严峻-扩大到资助人GREEN-MINOR-Escalated to Project Leader绿色-次要-扩大到组长ACTION PLANS ARE ESSENTIAL行动的重要性Was it a RISK? 危机What is

16、 the consequence? 结果What options are available? 可供选择What actions are recommenced? 建议采取行动Who is responsible for implementation?谁可执行SET THE BASELINE PLAN设定打算的底线FIXES THE PLAN固定打算BASIS OF PROGRESS量度工作MEASUREMENT进度底线ESTABLISHES CLEARLYVISIBLE TARGETS设立清晰可见的目标AGREES A MEETINGSSCHEDULE同意会议时刻表ESTABLISHES R

17、EPORTING & CHANGE PROCESSES建立报告及转变程序REPORTING PROGRESS 进度报告COMMUNICATION IS VITAL TO SUCCESS人与人沟通是成功的因素KEY STAGE OWNER-REPORT STATUS AT FREQUENCYSET BY PROJECT LEADER.重要时期段的持有人周期性报告工作进度由组长设定FOCUS: 焦点MILESTONES ACHIEVED 里程碑建筑MILESTONES DELAYED 里程碑延误ACTIONS TO CORRECT SLIPPAGE 改善散漫态度FORECAST OF COMPLE

18、TION 预测完成日期ISSUES OUTSTANDING 尚未解决议论ANTICIPATE RISKS & ISSUES预见危机及论点THE CHANGE PROCESS 改变程序Significant changes MUST be documented and approved重大的改变一定要书面通知,并得到批准Significant change impacts on:重大的改变会冲击在:deliverables传达schedule时刻表costs 成本resource loadings 资源分配quality 质量performance 表现THE PROJECT CHANGE RE

19、QUEST 打算改变FOCUS ON: 焦点放在benefits of change 利益impact on cost/schedule/resources阻碍成本/时刻表/资源priority 优先权increased/reduced risks 增加/减少危机ORGANISE THE LAUNCH组织一个新开始VALIDATE & CONFIRM: 有效及确认KEY STAGE WORK PLANS 要紧階段工作計劃RESOURCE COMMITMENTS 資源承諾MEETINGS SCHEDULE 會議時間1:1-TEAM MEMBERS & SPONSOR1:1的组员及资助人PROJE

20、CT TEAM-PROGRESS工作小组进度PROJECT REVIEWS工作检讨KEY STAKEHOLDERS 要紧投资THEN HOLD THE:然后抓紧THE PROJECT LAUNCH MEETIN新的工作會議The Project Sponsor工程資助人Key stakeholders 要紧投資The Project Leader 組長The Team 組員Monitoring & Tracking Progress 辅助及紧随工作进度MONITORING 辅助THE CHECKING PROCESS检查程序COLLECTING PROGRESS DATA收集工程数据QUALI

21、TATIVE DATA使之为有质数的资料TEAM PERFORMANCES小组表现IDENTIFY VARIANCES确认不同意见REVIEW RISKS检讨危机TRACKING 紧随ANALYSING THE VARIANCE分析各类意见DEFINING CAUSE查找缘故ESTABLISHING IMPACTEVALUATE OPTIONS评估所有选择PLAN CORRECTIVE ACTIONS打算正确行动RESOLVE ISSUES解决方案UPDATE PLAN DOCUMENTS更新各种文件REPORT PROGRESS报告进度COLLECTING PROGRESS DATA收集工程

22、数据 THE GANTT CHART IS LINEAR统计图表是线形的EFFORT IS .? 努力是?Ask: 问START DATE开始日期EFFORT EXPENDED TO DATE努力漫延至当天EFFORT REMAINING努力仍留下But ALWAYS ask:但通常问?FORECAST TO COMPLETE预测完成日期NOT 否不同意见VARIANCE分析ANALYSIS+ BETTER THAN PLAN效果比打算好WORSE THAN PLAN效果比打算差ANALYSE分析THE CAUSE成因PROJECT SLIPONE DAY AT A TIME!工作散漫 - 一

23、天一次ANALYSE CAUSE:分析成因Fishbone diagrams鱼骨图Why-Why diagrams点解-点解图ESTABLISH IMPACTRe-assign resources重新分配资源Revise estimates重新可能New estimator!委任新评估人员More effort?更新努力More resource?更多资源Modify plan logic?更新打算的推论ALWAYS GET OTHERS INVOLVEDIN PROBLEM SOLVING DONT TRYAND DO IT ALONE.不要依靠其它人帮你解决难题, 让自己解决PLAN CO

24、RRCETIVE ACTION打算正确行动DEVELOP OPTIONS选择进展USE TEAM EXPERTISE利用小组经验RECORD ASSUMPTIONS记录假设CHECK FOR RISKS检查危险性SELECT BEST OPTION选最好的决择scope-cost-schedule 内容-成本-时刻表DONT SHOOT FROM THE HIP!SOLVE THE PROBLEM-NOT THE SYMPTOMS解决问题并不是问题征兆CHECK IF:先检查,假如:critical path is changed重要性的路径改变workloads adversely affe

25、cted阻碍工作量milestones are affected阻碍里程碑new HIGH risks exposed新高危展现cost over-runs introduced成本过高schedule slippage are controllable工作散漫是可操纵的DEVELOP ACTION PLANS:进展挽救行动的打算priority order?优先次序who is responsible?谁可负责target completion date?目标完成日期who kept informed?谁可保持联络ESCALATE OUTSTANDING ISSUES扩大不能解决的论点VAL

26、IDATE COMMUNICATION PROCESSES有效沟通程序Ensure you maintain effectiveness保证维持高效率Report status and issues promptly定时报告进度及意见Attend team meetings on time准时出席小组会议Have 1:1s with Project LeaderAgree your performance targets认可你的表现目的Anticipate issues预测其它Watch for triggers on risks留意每个引发危机的机会Maintain awareness-ne

27、w risks保持清醒面对新的危机UPDATE THE RISK ASSESSMENT更新危机Review risks regularly that affectyour key stages定时检讨各类危机,将可阻碍你的成功High risks must be alerted toProject Leader for action planning高危一定要通知组长采取行动Review outstanding issuesand their corrective action plansHighlight unresolved issues-they do NOT go away!标记不能解

28、决的难题,使之可不能遗留Ensure your assigned ACTIONSare completed on time保证你分配的工作准时完成ESTABLISH COMPLETION CRITERIA建立完整標準DELIVERABLES灌輸性BENEFITS利益DECIDE:决定Which activities/factors哪种行动/缘故How measured如何量度S M A R T test机智程度测试Limits of acceptability有限的同意能力USE THE WBS!利用资询科技DERIVE A HANDOVER CHECKLIST 设计承继工作检视表YOUR O

29、BJECTIVE IS TODELIGHT YOUR CUSTOMER你的目的是取悦你的顾客ACCEPTANCE PROCESS同意程度DEFINE AS EARLY AS POSSIBLEIS IT A KEY STAGE IN YOUR PLAN?在你的打算中尽早介定是否有关键时刻DEFINE:介定WHO ACCEPTS THE RESULTS?谁同意结果WHAT DOCUMENTATION?何种书面通知WHO IS RESPONSIBLE?谁可负责WHAT SUPPORT?什么形式的支持WHO IS RESPONSIBLE?谁又可负责支援HOW LONG?需多久TRAINNING NEE

30、DS?需要训练HOW SATISFIED? 怎算中意RECORD IN PROJECT FILE记录在打算档案Excellence!特不出众COMES FROMCONTINUOUS IMPROVEMENT来自不断的改良收集良好的意见COLLECT GOOD IDEAS:新产品New products新的执行New Processes新的程序New ProceduresDONT LOSE THEM!不要遗失ANOTHER PROJECT?第二个工程RECORD FOR LATER INVESTIGATION记录最新的数据CLOSE-OUT THE PROJECT暂停现有工程PROJECT REVIEW MEETING工程检讨会议Completion Certificate完成証書Documentation文書處理Acceptance Process同意程序 Action ou