华中科技大学《项目管理》第三章.ppt

Chapter 3: Project Integration Management *1 Learning Objectives nUnderstand the importance of project integration management nDescribe an overall framework for project integration management nDescribe project plan development and the key components of a good project plan nExplain project plan execution and key aspects of getting work results nDescribe the integrated change control process and the creation of project plan updates, corrective action, and lessons learned Date2 Chapter Outline nWhat is Project Integration Management? nProject Plan Development nProject Plan Execution nOverall Change Control nChange Control on IT Projects nChange Control System Date3 3.1 What is Project Integration Management? *4 The definition of project integration management* n n Project integration managementProject integration management is the processes involved in coordinating all of the other project management knowledge areas throughout a projects life cycle. Date5 The Key to Overall Project Success: Good Project Integration Management nProject managers must coordinate all of coordinate all of the other knowledge areasthe other knowledge areas throughout a projects life cycle nMany new project managers have trouble looking at the “big picture” and want to focus on too many details n n Project integration managementProject integration management is not the same thing as software integrationsoftware integration Date6 Project Integration Management Overview Note: The PMBOK Guide includes similar charts for each knowledge area. Date7 Framework for Project Integration Management Focus on pulling everything to- gether to reach project success! Date8 Project Integration Management Processes nThree main processes n n Project Plan Development:Project Plan Development: taking the results of other planning processes and putting them into a consistent, coherent documentthe project plan n n Project Plan Execution:Project Plan Execution: carrying out the project plan n n Integrated Change Control:Integrated Change Control: coordinating changes across the entire project Date9 计划编制过程 时间 6.3 活动历时估计 范围 5.2 范围计划编制 时间 6.1 活动定义 时间 6.2 活动排序 时间 6.4 进度计划开发 成本 7.2 成本估算 范围 5.3 范围定义 成本 7.1 资源计划编制 风险 11.1 风险管理计划编制 成本 7.2 成本预算 整体 4.1 项目计划编制 核心过程 启动过程 范围 5.1 启动 执行过程 辅助过程 整体 4.2 项目计划实施 质量 8.2 质量保证 人力资源 9.3 团队开发 采购 12.3 询价 采购 12.4 资源选择 采购 12.5 合同管理 沟通 10.2 信息发布 控制过程 辅助过程 整体 4.3 综合变更控制 范围 5.5 范围变更控制 时间 6.5 进度计划控制 范围 5.4 范围验证 成本 7.4 成本控制 质量 8.3 质量控制 风险 11.4 风险控制 沟通 10.3 绩效报告 收尾过程 采购 12.6 合同收尾 沟通 10.4 管理收尾 项目整体 4.1 项目计划制定 4.2 项目计划实施 4.3 综合变更控制 Date10 3.2 Project Plan Development *11 Planning Processes 计划编制过程 时间 6.3 活动历时估计 范围 5.2 范围计划编制 时间 6.1 活动定义 时间 6.2 活动排序 时间 6.4 进度计划开发 成本 7.2 成本估算 范围 5.3 范围定义 成本 7.1 资源计划编制 风险 11.1 风险管理计划编制 成本 7.2 成本预算 整体 4.1 项目计划编制 质量 8.1 质量计划编制 人力资源 9.1 组织计划编制 时间 9.2 人员获取 采购 12.1 采购计划编制 采购 12.2 询价计划编制 沟通 10.1 沟通计划编制 风险 11.2 风险识别 风险 11.3 定性风险分析 风险 11.4 定量风险分析 风险 11.5 风险应对计划 核心过程 来自启 动过程 来自控 制过程 去向执 行过程 Date12 Project Plan Development n n A project planA project plan is a document used to coordinate all project planning documents nIts purposes are to n n guide project executionguide project execution n n Document project planning assumptionsDocument project planning assumptions n n Document project planning decision regarding Document project planning decision regarding alternatives chosenalternatives chosen n n Facilitate communication among stakeholderFacilitate communication among stakeholder n n Provide a baseline for progress measurement Provide a baseline for progress measurement and project controland project control Date13 Attributes of Project Plans Just as projects are unique, so are project plans n n Plans should be updated as changes Plans should be updated as changes occuroccur n n Plans should first and foremost guide Plans should first and foremost guide project execution project execution n n Plans should be dynamicPlans should be dynamic n n Plans should be flexiblePlans should be flexible Date14 Common Elements of a Project Plan n n Introduction or overview of the projectIntroduction or overview of the project n n Description of how the project is organizedDescription of how the project is organized n n Management and technical processes used Management and technical processes used on the projecton the project n n Work to be doneWork to be done n n ScheduleSchedule n n budget budget Date15 Sample Outline for a Project Management Plan Date16 Sample Outline for a Software Project Management Plan (SPMP) Date17 Contents of a project plan 内容相关的项目管理过程 项目总结(project summary),项目章程(project chart)启动(initiation) 财务说明和现金流预测(financial statement and cash flow forecast) 成本预算(cost budgeting) 技术规范(specification),程序指南(procedure guide)质量计划编制(quality planning) 工作说明(work statement),范围说明(scope statement),工 作分解结构(WBS) 范围计划编制(scope planning) 综合进度计划(master schedule),主要里程碑(main milestones) 进度计划制定(schedule planning) 预算和成本控制系统(budgets and cost control systems)成本预算(cost budgeting),成本估算(cost estimating) 执行情况测量基准(performance measure baselines)沟通计划编制(communication planning) 活动/事件网络计划(activities /events network plan)进度计划制定(schedule planning) Date18 内容相关的项目管理过程 材料和设备预测(material and equipment forecast)采购计划编制(procurement planning) 项目组织计划(project organization plan)组织计划编制(organization planning) 项目人事计划(project personnel plan),关键人员(key staff),责任分配矩阵(responsibility assignment matrix) 报告和审查程序(reporting and review procedure)沟通计划编制(communication planning) 变更控制系统(change control system)整体变更控制(overall change control) 尚未定论的问题和有待作出的决策(open issues and pending decision) 风险管理计划编制(risk management planning), 风险评估等(risk assessment and others) 风险评估(risk assessment) Date19 Stakeholder Analysis n n A stakeholder analysisA stakeholder analysis documents important (often sensitive) information about stakeholders such as n n stakeholders names and organizationsstakeholders names and organizations n n roles on the projectroles on the project n n unique facts about stakeholdersunique facts about stakeholders n n level of influence and interest in the projectlevel of influence and interest in the project n n suggestions for managing relationshipssuggestions for managing relationships Date20 Sample Stakeholder Analysis Date21 3.3 Project Plan Execution *22 Project Plan Execution n n Project plan executionProject plan execution involves managing and performing the work described in the project plan n n The majority of time and money is The majority of time and money is usually spent on executionusually spent on execution nproject managers must practice what they preach - should follow their own plans Date23 Executing processes 执行过程 辅助过程 整体 4.2 项目计划实施 质量 8.2 质量保证 人力资源 9.3 团队开发 采购 12.3 询价 采购 12.4 资源选择 采购 12.5 合同管理 沟通 10.2 信息发布 来自计划 过程 来自控制 过程 去向控制 过程 Date24 What Went Wrong? nMany people have a poor view of plans based on past experiences. Senior managers often require a plan, but then no one follows up on whether the plan was followed. nWhy should project members feel obligated to follow their own plans when the project manager obviously did not follow his? Date25 Important Skills for Project Execution n n General management skillsGeneral management skills like leadership, communication, and political skills n n Product skills and knowledgeProduct skills and knowledge because the products of the project are produced during execution n n Use of specialized tools and Use of specialized tools and techniquestechniques Date26 Tools and Techniques for Project Execution n n Work Authorization System:Work Authorization System: a method for ensuring that qualified people do work at the right time and in the proper sequence n n Status Review Meetings:Status Review Meetings: regularly scheduled meetings used to exchange project information n n Project Management Software:Project Management Software: special software to assist in managing projects Date27 3.4 Integrated Change Control *28 Integrated Change Control n n Integrated change control*Integrated change control* involves identifying, evaluating, and managing changes throughout the project life cycle nThree main objectives of change control: n n Influence the factors that create changes Influence the factors that create changes to ensure they are beneficialto ensure they are beneficial n n Determine that a change has occurredDetermine that a change has occurred n n Manage actual changes when and as Manage actual changes when and as they occurthey occur *Note: 1996 PMBOK called this process “overall change control” Date29 Controlling Processes 来自执行 过程 控制过程 辅助过程 整体 4.3 综合变更控制 范围 5.5 范围变更控制 时间 6.5 进度计划控制 范围 5.4 范围验证 成本 7.4 成本控制 质量 8.3 质量控制 风险 11.4 风险控制 去向执行 过程 沟通 10.3 绩效报告 去向计划 过程 去向收尾 过程 Date30 Integrated Change Control Process Date31 Change Control on IT Projects n n Former view:Former view: The project team should strive to do exactly what was planned on time and within budget n n Problem:Problem: Stakeholders rarely agreed up-front on the project scope, and time and cost estimates were inaccurate n n Modern view:Modern view: Project management is a process of constant communication and negotiation n n Solution:Solution: Changes are often beneficial, and the project team should plan for them Date32 Change Control System(CCS) nA formal, documented process that describes when and how official project documents and work may be changed nDescribes who is authorized to make changes and how to make them nCCS includes n n change control boardchange control board (CCB) n n configuration managementconfiguration management n n communicating changescommunicating changes Date33 Change Control Boards (CCBs) nA formal group of people responsible for approving or rejecting changes on a project n n Provides guidelines for preparing Provides guidelines for preparing change requestschange requests n n evaluates themevaluates them n n manages the implementation of manages the implementation of approved changesapproved changes nIncludes stakeholders from the entire organization Date34 Making Timely Changes nSome CCBs only meet occasionally, so it may take too long for changes to occur nSome organizations have policies in place for time-sensitive changes n“48 hour policy” nDelegate changes to the lowest level possible, but keep everyone informed of changes Date35 Configuration Management n n Ensures Ensures that the products and their descriptions are correct and complete nConfiguration management specialists n n Identify the functional and physical Identify the functional and physical design characteristics of productsdesign characteristics of products n n Control changes, record and report Control changes, record and report changeschanges n n Audit the products to verify conformance Audit the products to verify conformance to requirementsto requirements Date36 Suggestions for Managing Integrated Change Control View project management as a process of constant communications and negotiations Plan for change Establish a formal change control system, including a Change Control Board (CCB) Use good configuration management Define procedures for making timely decisions on smaller changes Use written and oral performance reports to help identify and manage change Use project management and other software to help manage and communicate changes Date37 Quic