项目管理培训第三周-项目管理计划.ppt

ProjectManagement3 ProjectManagementPlans Week3 Projectmanagementplans WhyWhatHowWhenWho WhyWhatHowWhenWho Whyisthisprojecthappening Whynow Whyus WhyWhatHowWhenWho Whatsolutionneedstobeputinplacetoachievethegoals Whatworkneedstohappentobuildthesolution WhyWhatHowWhenWho Howdowegetthissolutioninplace Howdoweknowwhenwe redone WhyWhatHowWhenWho Whendoworkactivitieshappen Whatdoweneedtodofirst What slast WhyWhatHowWhenWho Whodoweneedtodeliverthisprojectsuccessfully Andwhatwillitcost CourseobjectivesImplementITprojectplanningandselectiontechniquesAppreciatetheimportanceofprojectportfoliomanagement TheprojectmanagementplanBenefitsofplanningWhattoconsiderinyourplanGuidelinesReviewingaplan TheprojectmanagementplanBenefitsofplanningWhattoconsiderinyourplanGuidelinesReviewingaplan Plansareuseless PlanningisindispensibleDwightEisenhower TheprojectmanagementplanBenefitsofplanningWhattoconsiderinyourplanGuidelinesReviewingaplan Whyplan Whyplan ThePlan ThePlan ThePlan ThePlan ThePlan ThePlan ThePlan Changesonceyoustart ThePlan ThePlan ThePlan ThePlan ThePlan ThePlan ThePlan Changesonceyoustart Guidesyouactivities ThePlan ThePlan ThePlan ThePlan ThePlan ThePlan ThePlan Changesonceyoustart Guidesyouactivities Makesyouthinkahead ThePlan ThePlan ThePlan ThePlan ThePlan ThePlan ThePlan Changesonceyoustart Guidesyouactivities Makesyouthinkahead Helpsyouworkoutwhoyouneedtohire ThePlan ThePlan ThePlan ThePlan ThePlan ThePlan ThePlan Changesonceyoustart Guidesyouactivities Makesyouthinkahead Helpsyouworkoutwhoyouneedtohire Worksoutthetimelineandbudget ThePlan ThePlan ThePlan ThePlan ThePlan ThePlan ThePlan Changesonceyoustart Guidesyouactivities Makesyouthinkahead Helpsyouworkoutwhoyouneedtohire Helpsmanageexpectations Worksoutthetimelineandbudget ThePlan ThePlan ThePlan ThePlan ThePlan ThePlan ThePlan Changesonceyoustart Guidesyouactivities Makesyouthinkahead Helpsyouworkoutwhoyouneedtohire Helpsmanageexpectations Worksoutthetimelineandbudget Helpsunderstandtheeffectsofchanges ThePlan ThePlan ThePlan ThePlan ThePlan ThePlan ThePlan Changesonceyoustart Guidesyouactivities Makesyouthinkahead Helpsyouworkoutwhoyouneedtohire Helpsmanageexpectations Makessureyouaredoingtherightthing Worksoutthetimelineandbudget Helpsunderstandtheeffectsofchanges TheprojectmanagementplanBenefitsofplanningWhattoconsiderinyourplanGuidelinesReviewingaplan Whowillreadit Whatdotheyneedtoknow Dotheycomeincold Whatisyourprojectgoingtodeliver Scope Theworktobedone Thetargetproduct Hunt B etal 2003 Projectcharter RetrievedJanuary23 2006from Hunt B etal 2003 Projectscopestatement RetrievedJanuary23 2006from Whatisyourprojectgoingtodeliver Definition Theworktobedone Thetargetproduct Whatisyourprojectgoingtodeliver Changecontrol Theworktobedone Thetargetproduct Whatisyourprojectgoingtodeliver Value Theworktobedone Thetargetproduct TheWBS Therightway Thewrongway Focusondeliverables Focusonprocesses Aligntovalue Aligntoprocessstages Why Whynot Figure5 2SamplehierarchicalWBSorganizedbyphase Schwalbe 2006 p176 Thewrongway NotetheLayers Table5 3SampletabularWBS Schwalbe 2006 p176 1 0Concept1 1Evaluatecurrentsystems1 2Definerequirements1 2 1Defineuserrequirements1 2 2Definecontentrequirements1 2 3Definesystemrequirements1 2 4Defineserverownerrequirements1 3Definespecificfunctionality1 4Definerisksandriskmanagementapproach1 5Developprojectplan1 6BriefWebdevelopmentteam2 0WebSiteDesign3 0WebSiteDevelopment4 0RollOut5 0Support au images hl en q wbs btnG Search Images gbv 2 Documentyourassumptions Verylittleknowledge Completeknowledge Degreeofknowledgeovertime OBS Figure9 2SampleProjectOrganizationalChart Schwalbe 2006 p358 Task1 Task2 Task3 Task4 Task5 Task6 Person1 Person2 Person3 Person4 Figure9 6SampleResourceHistogram Schwalbe 2006 p362 tools rasci akaraci ram r a s c i responsible accountable supportive consulted informed r a m responsibility assignment matrix Task1 Task2 Task3 Task4 Task5 Task6 Person1 Person2 Person3 Person4 R R R R R R Figure9 4SampleResponsibilityAssignmentMatrix RAM Schwalbe 2006 p360 OBS OrganizationalBreakdownStructureWBS WorkBreakdownStructure Oneandonlyonepersoncanbeaccountable Multiplepeoplecanberesponsibleandcertainlyotherscanbeinformedandconsulted Source GlenBAlleman 2007 ResponsibilityAssignmentMatrix HerdingCats Oneandonlyonepersoncanbeaccountable Multiplepeoplecanberesponsibleandcertainlyotherscanbeinformedandconsulted Source GlenBAlleman 2007 ResponsibilityAssignmentMatrix HerdingCats Projectorganisationsgofartherthanworkersandwork ProjectTeamstructure ProjectSponsor ProjectManagerCraigBrown WorkingGroup DesignfocusOLAdecisionsandchoicesFormalreview validationofdeliverablesBusinessinputandSMEaccess SteeringCommittee GovernancefocusApprovalofprojectstrategy plansEndorsementofkeyOLAdecisionsFinalapprovaloftheOLABusinesscaseandSolutionDesignRemovalofmajorroadblocks prioritisation Analysts Testers Designer Changeconsultants WorkingGroupMarketingProductManagementLegalFinanceSalesCustomerService SteeringCommitteeHeadofMarketingandSalesHeadofProductManagementHeadofCustomerServiceHeadofFinance Developers Rememberthis Youmightbreakdowntheworkbyphases Why Sonowyouknowwhatneedstobedone Sonowyouknowwhatneedstobedone andwhoisgoingtodoit Sonowyouknowwhatneedstobedone andwhoisgoingtodoit Butwhataboutwhen Schedule Figure3 3Samplenetworkdiagram partial Schwalbe 2006 p211 Table3 10Samplemilestonereport partial Schwalbe 2006 p100 Figure3 3SampleGanttchart partial Schwalbe 2006 p97 ScopeResourceplanSch