项目经理教程第三周课件

1、Project Management3. Project Management PlansWeek 3Project management plansWhyWhatHowWhenWhoWhyWhatHowWhenWhoWhat solution needs to be put in place to achieve the goals?What work needs to happen to build the solution?WhyWhatHowWhenWhoHow do we get this solution in place?How do we know when were done

2、?WhyWhatHowWhenWhoWho do we need to deliver this project successfully?And what will it cost?$Course objectivesImplement IT project planning and selection techniquesAppreciate the importance of project portfolio managementThe project management planBenefits of planningWhat to consider in your planGui

3、delinesReviewing a planThe project management planBenefits of planningWhat to consider in your planGuidelinesReviewing a planPlans are useless. Planning is indispensibleDwight Eisenhower/photos/xabier-martinez/225627841/Why plan?Why plan?/photos/xabier-martinez/225627841/The PlanThe PlanThe PlanThe

4、PlanThe PlanThe PlanThe PlanChanges once you start/photos/xabier-martinez/225627841/The PlanThe PlanThe PlanThe PlanThe PlanThe PlanThe PlanChanges once you startGuides you activitiesMakes you think ahead/photos/xabier-martinez/225627841/The PlanThe PlanThe PlanThe PlanThe PlanThe PlanThe PlanChange

5、s once you startGuides you activitiesMakes you think aheadHelps you work out who you need to hire/photos/xabier-martinez/225627841/The PlanThe PlanThe PlanThe PlanThe PlanThe PlanThe PlanChanges once you startGuides you activitiesMakes you think aheadHelps you work out who you need to hireWorks out

6、the timeline and budget/photos/xabier-martinez/225627841/The PlanThe PlanThe PlanThe PlanThe PlanThe PlanThe PlanChanges once you startGuides you activitiesMakes you think aheadHelps you work out who you need to hireHelps manage expectationsWorks out the timeline and budget/photos/xabier-martinez/22

7、5627841/The PlanThe PlanThe PlanThe PlanThe PlanThe PlanThe PlanChanges once you startGuides you activitiesMakes you think aheadHelps you work out who you need to hireHelps manage expectationsWorks out the timeline and budgetHelps understand the effects of changes/photos/xabier-martinez/225627841/Th

8、e PlanThe PlanThe PlanThe PlanThe PlanThe PlanThe PlanChanges once you startGuides you activitiesMakes you think aheadHelps you work out who you need to hireHelps manage expectationsMakes sure you are doing the right thingWorks out the timeline and budgetHelps understand the effects of changes?What

9、is your project going to deliver?ScopeThe work to be done=The target productHunt, B. et al. (2003). Project charter. Retrieved January 23, 2006 from /hafox/pm/docs/charter.doc (partial)Hunt, B. et al. (2003). Project scope statement. Retrieved January 23, 2006 from /hafox/pm/docs/scope.doc (partial)

10、What is your project going to deliver?DefinitionThe work to be done=?=The target productWhat is your project going to deliver?Change controlThe work to be done=?=The target productWhat is your project going to deliver?Value?The work to be done=?=The target productThe WBSThe right wayThe wrong wayFoc

11、us on deliverablesFocus on processesAlign to valueAlign to process stagesWhy?Why not?Figure 5.2 Sample hierarchical WBS organized by phase (Schwalbe, 2006, p176)The wrong way?Note the LayersTable 5.3 Sample tabular WBS(Schwalbe, 2006, p176)1.0 Concept1.1 Evaluate current systems1.2 Define requiremen

12、ts1.2.1 Define user requirements1.2.2 Define content requirements1.2.3 Define system requirements1.2.4 Define server owner requirements1.3 Define specific functionality1.4 Define risks and risk management approach1.5 Develop project plan1.6 Brief Web development team2.0 Web Site Design3.0 Web Site D

13、evelopment4.0 Roll Out5.0 Support.au/images?hl=en&q=wbs&btnG=Search+Images&gbv=2 Document your assumptionsVery little knowledgeComplete knowledgeDegree of knowledge over timeOBSFigure 9.2 Sample Project Organizational Chart(Schwalbe, 2006, p358)Task 1Task 2Task 3Task 4Task 5Task 6Person 1Person 2Per

14、son 3Person 4/organization/ Figure 9.6 Sample Resource Histogram (Schwalbe, 2006, p362)toolsrasci(aka raci)ram/index.php?blog=5&cat=18 rasciresponsibleaccountablesupportiveconsultedinformedramresponsibilityassignmentmatrix/freeresources/downloads/UPMM_IIL_Responsibility%20Assignment%20Matrix%20(RAM)

15、.doc Task 1Task 2Task 3Task 4Task 5Task 6Person 1Person 2Person 3Person 4RRRRRRFigure 9.4 Sample Responsibility Assignment Matrix (RAM)(Schwalbe, 2006, p360)OBS: Organizational Breakdown StructureWBS: Work Breakdown StructureOne and only one person can be accountable. Multiple people can be responsi

16、ble and certainly others can be informed and consulted. Source: Glen B Alleman, (2007) Responsibility Assignment Matrix, Herding Cats/my_weblog/2007/02/responsibility_.html retreived 2/8/08One and only one person can be accountable. Multiple people can be responsible and certainly others can be info

17、rmed and consulted. Source: Glen B Alleman, (2007) Responsibility Assignment Matrix, Herding Cats/my_weblog/2007/02/responsibility_.html retreived 2/8/08Project organisations go farther than workers and workProject Team structureProject SponsorProject ManagerCraig BrownWorking Group:Design focusOLA

18、decisions and choicesFormal review & validation of deliverablesBusiness input and SME accessSteering Committee:Governance focusApproval of project strategy & plansEndorsement of key OLA decisionsFinal approval of the OLA Business case and Solution DesignRemoval of major roadblocks & prioritisationAn

19、alystsTestersDesignerChange consultantsWorking GroupMarketingProduct ManagementLegalFinanceSalesCustomer ServiceSteering CommitteeHead of Marketing and SalesHead of Product ManagementHead of Customer ServiceHead of FinanceDevelopersRemember this?You might break down the work by phasesWhy?/photos/psh

20、an427/2382209408/So now you know what needs to be doneSo now you know what needs to be doneand who is going to do it.So now you know what needs to be doneand who is going to do it.But what about when?Schedule/bboard/q-and-a-fetch-msg?msg_id=000076Figure 3.3 Sample network diagram (partial) (Schwalbe, 2006, p211)Table 3.10 Sample milestone report (partial) (Schwalbe, 2006, p100)Figure 3.3 Sample Gantt chart (partial) (Schwalbe, 2006, p97)/bboard/q-and-a-fetch-msg?msg_id=000