项目管理课程资料 课件

Topic2PROJECTMANAGER+PROJECTORGANIZATIONNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,Topic2PROJECTMANAGERNov.28,2I.TheNatureofManmodelabouthumanbehaviorNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,I.TheNatureofManmodelUnderstandinghumanbehaviorisfundamentaltounderstandinghoworganizationsfunction,whetherareprofit-makingfirms,non-profitenterprises,orgovernmentagencies.Understandinghumanbehaviorisalsothefundamentaltounderstandinghowpersonact----game.WewillmainlyfocusonREMM.Nov.28,2001WanjunJiang,GuanghuaSchoolofManagement,UnderstandinghumanbehavioriREMMResourceful,Evaluative,MaximizingModelPostulates1--4Nov.28,2001WanjunJiang,GuanghuaSchoolofManagement,REMMResourceful,Evaluative,MPostulate1Everyindividualcares,heorsheisanevaluator.1)Theindividualcaresaboutalmosteverything,knowledge,independent,etc2)REMMisalwayswillingtomaketradeoffsandsubstitutions.3)Individualpreferencesaretransitive.Nov.28,2001WanjunJiang,GuanghuaSchoolofManagement,Postulate1EveryindividualcaPostulate2Eachindividual’swantsareunlimited1)IfwedesignatethosethingsthatREMMvaluespositivelyasGOODS,thenheorsheprefersmoregoodstoless,GOODScanbeanythingfromartobjectstoethicalnorms.2)REMMcannotbesatiated.Heorshealwayswantsmoreofsomethings,materialgoods/intangiblegoodsNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,Postulate2Eachindividual’swPostulate3Eachindividualisamaximizer:Heorsheactssoastoenjoythehighestlevelofvaluepossible.Individualsarealwaysconstrainedinsatisfyingtheirwants--wealth,time,physicallawsofnature,limitsoftheirownknowledgeaboutvariousgoodsandopportunities,etccanbetheconstrains----opportunityset----begivenandexternal.Nov.28,2001WanjunJiang,GuanghuaSchoolofManagement,Postulate3EachindividualisPostulate4Theindividualisresourceful:Individualsarecreative.Theyareabletoconceiveofchangeintheirenvironment,foreseetheconsequencesthereof,andrespondbycreatingnewopportunities----thelimitationisisnotimmutable.Humanbeingsarenotonlycapableoflearningnewopportunity,theyalsoengageinresourceful,creativeactivitiesthatexpandtheiropportunitiesinvariousways.Nov.28,2001WanjunJiang,GuanghuaSchoolofManagement,Postulate4TheindividualisrREMMsatwork:Thinkabouttheeffectsofnewlyimposedconstrainstohumanbehavior.REMMs’responsetoanewconstrainsistobeginsearchingforsubstitutesforwhatisnowconstrained,asearchthatisnotrestrictedtoexistingalternatives.Theywillinventalternativesthatdidnotpreviouslyexist.Examples…...Nov.28,2001WanjunJiang,GuanghuaSchoolofManagement,REMMsatwork:Nov.28,2001WanjuREMMmeansthereareno“needs”----individualisalwayswillingtomaketradeoffs,willingtosubstitute---willingtogiveupasufficientsmallamountofanygoodforsufficientlargeamountofothergoods(inhisorherownsense).Therearenoneed,thereonlywants,desires.demands.Ifsomethingismorecostly,lesswillbedemanded,thanifitwerecheaper.----Cost/benefitanalysis.Nov.28,2001WanjunJiang,GuanghuaSchoolofManagement,REMMmeansthereareno“needsKeepinmind:AlmostallthepeopleintheworldactasREMMs,REMMsareeverywhere----GAMEbetweendifferentparties----Trytounderstandwhatdoyourcounter-partyreallywant.Nov.28,2001WanjunJiang,GuanghuaSchoolofManagement,Keepinmind:Nov.28,2001WanjunII.ProjectManager’sRoleNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,II.ProjectManager’sRoleNov.ObjectivesIDENTIFY:WhataprojectmanagerisWhyaprojectmanagerisneededHowtoperformtheroleofaprojectmanagerWhenaprojectmanagerwillplayakeyroleintheprojectNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,ObjectivesIDENTIFY:Nov.28,2001Projectmanager-DefinitionAprojectmanagerisanindividualresponsiblefor:PlanningandorganizingControllinganddirectingtheday-to-dayactivitiesofaproject(s)DeliveringtheprojectobjectivestoSponsorandSteeringCommitteeNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,Projectmanager-DefinitionAprA.PlanningandOrganizing1Planning1)Thetechnicalactivitiesoftheprojectthatwillproducetheproject’sobjectives:(1)teammembers’activities;(2)scheduleoftheprojectdeliverables.2)Thefinancialobjectivesoftheprojectisbasedonthebusinesscase:(1)revenuefromdeliverablesdeliveredtotheclient;(2)costofteammembers’labor;(3)costofdeliverablesfromsuppliers;(4)allotherprojectrelatedcostNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,A.PlanningandOrganizing12.Organizing1)Theprojectteam,rolesandresponsibilitiesforallteammembers2)Theprojectdocumentation:(1)contractfile;(2)projectplans;(3)projectprocedures;(4)financialdocumentation:invoicestoclients;invoicesfromsuppliers;(5)correspondenceNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,2.OrganizingNov.28,2001WanjunB.ControllingManagingtheriskfactorsoftheprojectManagingthechangestotheprojectManagingtheissuesandproblemsduringtheprojectTrackingthetechnicalperformanceoftheproject----schedule,qualityTrackingthefinancialperformanceoftheprojectTrackingthesuppliersperformanceagainsttheircontractTrackingtheclientsatisfactionManagingthemoraleoftheprojectteamNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,B.ControllingManagingtheWhyhaveaprojectmanagerProjectmanager’svalue----enhancetheprobabilityofaproject:--withqualityproducts--thatisonschedule--thatcompleteswithinbudget--withasatisfiedclient--thatleadstofollow-onbusinessNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,WhyhaveaprojectmanagerProjHowdoyoudoit1.FollowdefinedprocessesthatenableyoutoPLANandMANAGEtheproject2.IdentifytheSKILLSrequiredforagoodprojectmanager:matchthosewiththeonesyoupossess;developmissingskills3.GAINEXPERIENCE,doitinsmallsteps:gofromasmallprojecttoalargeroneandsoonuntilyouaremanaginglargemulti-yearcomplexprojects.Nov.28,2001WanjunJiang,GuanghuaSchoolofManagement,Howdoyoudoit1.Followdefi1.FollowdefinedprocessesthatenableyoutoPLANandMANAGEtheproject1).PlanningProcessesDevelopaWorkBreakdownStructure(WBS)--includeitemstocontainriskDevelopthenetworkEstimatecost&effortCreateascheduleRepeatasnecessaryNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,1.Followdefinedprocessesth2)ManagingProcessesRiskmanagementprocessExceptionmanagementprocessConductprojectreview(s)Projecttrackingprocess3)FitstheplanningandmanagingprocessestogetherNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,2)ManagingProcessesNov.28,20

Nov.28,2001WanjunJiang,GuanghuaSchoolofManagement,Nov.28,2001WanjunJiang,Gu2.SkillsRequirementAverygoodunderstandingandawarenessofthebusinessExperiencemanagingprojectsthroughtheprojectimplementationlifecycleFluentcommunicatorAbilitytomanagepeopleandmotivatethemtodeliveraccordingtorigorous,oftenpunishing,timetablesNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,2.SkillsRequirementAverAnunderstandingandsolidappreciationofbusinessplanningandstrategytechniquesAbilitytounderstandandimplementchangemanagementprogramsBeITliterateandfullyconversantwiththeadvantagesthatITmightbringtoaplannedprogramofchangeUnderstandconceptsofriskmanagementandbeabletoexecuteitAbilitytomanageclientexpectationswhileretainingalignmentoverevolvingbusinessneedsNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,AnunderstandingandsolidappCharacteristicsofagoodmanagerCommunicatorOrganizedPlannerTakesresponsibilityManageexpectationProblemanalyzerRecognizedleaderConfidentAggressiveCreativeproblemsolverConsistentFlexibleCheerleaderPsychiatristLeadershipTeambuilderCoordinatorFacilitatorPeopleorientedMotivatorNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,CharacteristicsofagoodmanaCharacteristicsofagoodmanagerSenseofhumorUnderstandsuserProventrackrecordSkillsassessorGoalorientedEmpatheticRisktakerRealisticGoodbusinesspersonProfitdrivenNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,CharacteristicsofagoodmanaWhendoesitStartWhendoesaprojectmanagergetinvolved?WhenanopportunitytodobusinesswithacustomerisidentifiedThisisduringtheCustomerRelationshipManagement(CRM),SolutionDesignprocessNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,WhendoesitStartWhendoesCRMSolutionDesignThebusinessprocessthatmanagesanopportunitytodobusinesswithacustomerDuringthisprocessasolutionfortheidentifiedopportunityisdevelopedThisprocessstartswhentheopportunityisidentifiedandiscarriedonuntilthecustomersignsacontractorrejectstheproposalforthesolutionNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,CRMSolutionDesignThebusiPhasesoftheCMRsolutionDesignThefollowingarethephasesoftheCMRSolutionDesign:ReviewingtheopportunityDefiningthesolutionCreatingaproposalObtainingcustomerapprovalNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PhasesoftheCMRsolutionCMRSolutionDesignProjectDuringthisprojectthereisaneedforanindividualwhowillberesponsiblefor:-PlaningtheSolutionDesignproject-Organizingtheteamandresourcesfortheproject-Directingandmanagingtheday-to-dayactivities-DeliveringtheprojectobjectivesandproposaltothecustomerThisindividualisaprojectmanagerNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,CMRSolutionDesignProjectSolutionDeliveryProjectOncethecustomersignsthecontracttheSolutionDeliveryprojectwillstartDuringthisprojectthereisaneedforanindividualwhowillberesponsiblefor:-PlanningtheSolutionDeliveryproject-Directingandmanagingtheday-to-dayactivities-Organizingtheteamandresources-DeliveringtheprojectobjectivesandsolutionThisindividualisaprojectmanagerNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,SolutionDeliveryProjectOncProjectManagementStarts?ProjectmanagementstartsatthebeginningandstopsattheendstartupmanageclosecautionstopOnewayNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,ProjectManagementStarts?PrBaselineTheSolutionDesignandSolutionDeliveryhaveoneotherthingincommon----ABaselineABaselineisapositionorstatementfromwhichchangeisidentifiedNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,BaselineTheSolutionDesignBaseline(continue)InSolutionDesignthestartingbaselineistheidentifiedcustomerrequirements--ThisbaselinewillgrowandchangeastherequirementsandsolutionarerefinedInSolutionDeliverythestartingbaselineconsistsofthecontract,proposal,etc.--ThisbaselinewillalsochangeandgrowthroughoutthelifecycleoftheprojectNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,Baseline(continue)InSolutionBaseline:businesscaseOneofthekeydocumentsofthatisabaselineatthestartoftheSolutionDeliveryisabusinesscase:Businesscaseis:adocumentjustifyingtheprojectinfinancialterm;Thedocumentusuallycontainstheprojectedcosts(todevelopandrun),andthebusinessbenefitthatthesponsorisdeliveringtothesponsoringorg.Nov.28,2001WanjunJiang,GuanghuaSchoolofManagement,Baseline:businesscaseOneofSummaryAprojectmanagerisafulltimejobThejobhasmanyresponsibilities:…...WiththemanyresponsibilitiesalsocomesmanyrewardsTheroleofprojectmanageristhekeytothesuccessofaprojectMostprojectsfailnotbecauseoftechnicalreasonsbutbecauseofalackofprojectmanagementNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,SummaryAprojectmanagerisa

Nov.28,2001WanjunJiang,GuanghuaSchoolofManagement,Nov.28,2001WanjunJiang,GuIII.RolesoftheProjectTeamNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,III.RolesoftheProjectObjectivesDescribetheprojectorganizationIdentifyprojectteammembersandtheirresponsibilitiesIdentifyprojectmanagementresponsibilitiesNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,ObjectivesDescribetheprojeNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,Nov.28,2001WanjunJiang,GuaInformationServices(IS)ManagementOverseetheprogressoftheprojectScheduleCostUsersatisfactionProjectmanagementsupportgroupsNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,InformationServices(IS)ManISManagement-SupportGroupsProjectAssuranceLegalUserorganizationsTechnicalProductSafetyOtherinternalorganizationsOtherexternalorganizationsNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,ISManagement-SupportGroupsUserProjectManagerProvidesinformation,data,,decisionsandapprovalstotheprojectteamMonitorsandreportsonprogresstoupperusermanagementHelpsresolveprojectissuesParticipatesinprojectteamMonitorsandreportsonprogresstoupperusermanagementHelpsresolveprojectissuesParticipatesinprojectstatusmeetingsWiththeProjectManager,administerstheprojectchangecontrolprocedureHelpsresolvesdeviationsfromprojectplansNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,UserProjectManagerProvidesProjectManagerOverallprojectresponsibilityEstablishesprojectworkplans,estimatesandschedulesEstablishesprojectstaffingrequirementsEstablishesprojecttrainingrequirementsConductsprojectplanningandprojectstatusmeetingsTracksandreportsprojectprogress,includingschedulesandworkproductsTakescorrectiveactionwhenneededNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,ProjectManagerOverallprojeProjectManagerPreparesanddeliversprojectstatusreportsEstablishesandadministersthechangecontrolprocedurePreparesandmakespresentationsatprojectreviewsInterfaceswiththeUserProjectManagerandobtainsagreementwhennecessaryNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,ProjectManagerPreparesandSystemArchitectAssiststheProjectManagerindefining,estimatingandplanningtasksCoordinatesdevelopmentofinterfacesbetweenotherteams,applications,systems,etc.ParticipatesindatabasedesignandtechnicalreviewsPreparesprojectproceduresProvidestechnicalguidancetoteammembersNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,SystemArchitectAssiststheSystemArchitectEstablishesguidelines,standardsandproceduresforformatandcontentofworkproducts(e.g.,reviewsworkproductsproducedbyteammembers)Coordinateswalk-throughanduserreviewmeetingsEvaluatesanddevelopsestimatesforprojectchangerequestsNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,SystemArchitectEstablishesSystemarchitectParticipatesinstatusmeetingsandprojectreviewsResolvestechnicalissuesParticipatesintechnicaldesignreviewsProvidesinputstotestplanReviewssystemtestcasesforcompletenessandaccuracySelectivelyreviewstestresultstoensurethequalityoftestingNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,SystemarchitectParticipatesiProjectlibrarianMaintainstheprojectdocumentslibraryandlogsMaintainsthecorrespondencefilesMayassistwiththeentryofweeklyinputintotheprojecttrackingsystemAssistswithclericalsupportKeyparticipantwithinprojectcontroloffice(PCO)Nov.28,2001WanjunJiang,GuanghuaSchoolofManagement,ProjectlibrarianMaintainstheTestcoordinatorPreparesthetestplan,includingguidelinesforpreparationof:functionlisttestscriptstestcasestestdataEstablishesthesystemtestsoftwareenvironmentandproceduresMonitorstherunningandreviewoftestcasesNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,TestcoordinatorPreparesthetTestcoordinatorMonitorsthedevelopmentofthesystemtestfunctionlistforaccuracyandcompletenessCoordinatesandprovidesguidancetotheUserAnalystsinthepreparationof:testscriptstestcasestestdataexpectedtestresultsMaintainsproblemreportsandproblemlogNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,TestcoordinatorMonitorsthedTestcoordinatorFollowsuponproblemsreportedtoensurethatproblemsarebeingfixedwithintheestablishedtimeperiodCommunicatesmajorproblemsandsolutionstoallprojectteammembersMaintainsthesystemtestprogressreport,tracksandreportsteststatusNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,TestcoordinatorFollowsuponTeamleader(1)AssiststheprojectmanagerandsystemarchitectindefiningandestimatingtasksforprojectplanDefines,estimatesandassignstaskstoteammembersPlans,tracksandreportstheteam’sprogressagainstschedulesProvidestechnicalleadershiptoteammemberParticipatesinuserreviewmeetingsNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,Teamleader(1)AssiststheprojTeamleader(2)Withthesystemarchitect,evaluatesprojectchangerequestHasprimaryresponsibilityfortheproblemandissuesprocessParticipatesinprojectreviewsActastheprimarycontactwithtechnicalsupportpersonnelReviewstheteammember’sworkproducts,andparticipatesinwalkthroughsNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,Teamleader(2)WiththesystemTeammember(1)AssiststheteamleaderindefiningandestimatingtasksDocumentsrequirementsandpreparesassignedpartsoftheRequirements,ExternalandinternaldesignreportsaccordingtoestablishedguidelinesPreparestestcases,scriptsanddataaccordingtothetestplanConductssystemtestaccordingthetestplanNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,Teammember(1)AssiststheteamTeammember(2)ReviewssystemtestresultsaccordingtothetestplanPreparesassignedportionsoftheusermanualaccordingtotheUserManualguidelinesPreparesusertrainingmaterialsand“trainingthetrainer”accordingtotheUserTrainingguidelinePlans,schedulesandconductswalkthrusofotherteammembers’workproductsNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,Teammember(2)ReviewssystemtTeammembers(3)NotifiestheteamleaderofallapparentchangeswhichmightrequirechangecontrolReportsprogressagainsttheplanonaweeklybasis:hoursestimatetocompleteeachtaskotherkeyfactorsthatmayeffectthescheduleCodesofsoftwareproductsInstallssoftwareproductsNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,Teammembers(3)NotifiestheteTeammember(4)InstallhardwareproductsTestssoftwareandhardwareproductsaccordingtotheestablishedguidelinesNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,Teammember(4)InstallhardwareProjectexecutiveSamegeneralresponsibilitiesasProjectmanager,butatamuchhigherlevelHighlevelbusinessmanagerNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,ProjectexecutiveSamegeneralUserVPSamegeneralresponsibilitiesastheUserProjectManager,butatamuchhigherlevelInterfacetotheProjectExecutiveNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,UserVPSamegeneralresponsibiProjectControlofficeMaintainskeyprojectdocumentationlibraryandlogsEnterstheweeklyinputintotheprojecttrackingsystemAssists/maintainsheoverallprojectplansAssistswithprojectreviewpreparationtracks/controlsalldocumentationnecessaryfortheprojectNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,ProjectControlofficeMaintain

Nov.28,2001WanjunJiang,GuanghuaSchoolofManagement,Nov.28,2001WanjunJiang,GuSummaryDefinetheprojectorganizationduringtheprojectobjectivesdefinitionphaseDocumenttheuserresponsibilitiesduringtheprojectobjectivedefinitionphaseCompleteaPositionDescriptionforeachindividualontheprojectNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,SummaryDefinetheprojectorgIV.TeambuildingNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,IV.TeambuildingNov.28,2001WaTeambuildingHowdoyouselectprojectmembers?Whatdoyoulookforinaprospectiveprojectmember?Hoaprojectteam?Nov.28,2001WanjunJiang,GuanghuaSchoolofManagement,TeambuildingHowdoyouselectSelectionofprojectteamSpecificationofskillsrequiredResourcepool:yourdepartment,user,subcontractoravailable?Qualified?AssessmentprocessYourpersonnelUserpersonnelSubcontractorpersonnelNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,SelectionofprojectteamSpeciTeamintroductionLeadpositionsTaskassignmentsindividualgroupNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,TeamintroductionLeadpositionUserpersonnelSelectionprocessresponsibilityassistanceTrackingproductivityPerceptionofassignmentUserorganizationdepartmentheadexecutiveNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,UserpersonnelSelectionprocesTeambuildingfactorsEducation/orientationtotalteamyourpeopleuserpeopleFacilitiessmoking/non-smokingterminalstelephonestravel/parkingNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,TeambuildingfactorsEducationProjectpeopleStakeholders:seefig.Nov.28,2001WanjunJiang,GuanghuaSchoolofManagement,ProjectpeopleStakeholders:sYourteaminterviewsSkillsIndependentSelf-reliantGoalorientedPositiveattitudeNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,YourteaminterviewsSkillsNov.TeamselectionExperienceCapabilityAvailabilityAlso:personalitygroupinteractiondesiresandgoalsNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,TeamselectionExperienceNov.28MaintainingmoraleMoraleboosters:luncheons,activitiesMoraleproblemspersonnelconflictstravel/parkingunusualworkingconditionstechnicalincompetencyexpectationNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,MaintainingmoraleMoraleboostDevelopingskillsFormaleducation----scheduleitO-J-Topportunities----makethem…...Nov.28,2001WanjunJiang,GuanghuaSchoolofManagement,DevelopingskillsFormaleducatSummaryAprojectteamconsistsofmanypeopleofvaryingbackgroundwithvaryinggoalswithvaryingskilllevelswithacommongoal/objectiveNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,SummaryAprojectteamconsistYoumustmanageEXPECTATIONbyunderstandingbynegotiatingbyprovidingopportunitiesbycommunicatingfromthebeginningagreementwithallpartiesNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,YoumustmanageEXPECTATIONNovV.ProjectInitiation:

meeting/orientationNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,V.ProjectInitiation:

meetinObjectivesDescribethepurposeoftheprojectKick-offmeetingIdentifytypicalmeetingagendaandparticipantsNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,ObjectivesDescribethepurposActivitiespriortoProject

Kick-offMeetingReviewprojectdocumentationHoldinitialmeetingwithuserprojectmanger----identifykeyissues/areasofconcernEstablishprojectworkplanDevelopstaffingplanandprojectteamorg.Developprojectteam’sworkenvironmentPrepareteamorientationpackagesNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,ActivitiespriortoProject

KProjectkick-offmeetingPreparedandpresentedbyPMWithin2-3weeksofprojectstartAttendees:executivesponsoroftheprojectuserprojectmanageruserdepartmentheadI/SmanagerprojectteamNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,Projectkick-offmeetingPreparKick-offmeetingobjectivesInitiatecommunicationsDevelopunderstandingGainagreementEstablishyourroleasaprofessionalmanagerandbusinesspersonNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,Kick-offmeetingobjectivesIniTopicscoveredDevelopment/implementationprocesstobeusedSystemtobedevelopedProjectresourcesandscheduleProjectmanagementsystemtobeusedUpcomingdevelopmentactivitiesNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,TopicscoveredDevelopment/implDevelopmentprocesstobeusedAphaseapproachmeasurableunitstasksandproductsareplannedindetaildeliverables:conformtostandards,serveasbaseline,basisforestimatingjointdevelopmenteffort:executivemanagement,setobjectives,providedirection,demonstratessupport,participatesinstatusreviewsNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,DevelopmentprocesstobeusedJointdevelopmenteffort(1)Projectteamknowledgeableinapplicationdevelopmentcombinedstaffingfull-timeassignmentsgoals:qualityproduct;deliveredontime;withinbudget;withusersatisfactionNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,Jointdevelopmenteffort(1)ProJointdevelopmenteffort(2)UserknowledgeableinbusinessprocessesandneedsbestsuitedtodecidebusinessissuesI/SmanagementknowledgeableinI/Sstandards&proceduresidentifyanyhardwareandsoftwareconstraintsNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,Jointdevelopmenteffort(2)UseSystemtobedevelopedMainobjectivesasidentifiedbytheuseranypriorities,tradeoffiss