有效的项目管理--在传统项目管理中如何监控项目.ppt

EffectiveProjectManagement Traditional Agile Extreme Presentedby facilitatorname ManagingComplexityintheFaceofUncertainty Ch07 HowtoMonitor ControlaTPMProject Usingtools templates andprocessestomonitor controlaprojectEstablishingyourprogressreportingsystemApplyinggraphicalreportingtoolsManagingtheScopeBankBuildingandmaintainingtheIssuesLogManagingprojectstatusmeetingsDefiningaproblemescalationGainingapprovaltoclosetheproject SummaryofChapter7 Ch07 HowtoMonitor ControlaTPMProject Tools Templates ProcessesUsedtoMonitor Control CurrentperiodreportsCumulativereportsExceptionreportsStoplightreportsVariancereportsGanttchartsBurnchartsMilestonetrendchartsEarnedvalueanalysisIntegratedmilestonetrendchartsandearnedvalueanalysisProjectstatusmeetingsProblemescalationstrategies Ch07 HowtoMonitor ControlaTPMProject HolddailyteammeetingsCompletetasksASAPReportproblemsASAPDon tfallvictimtothe creeps Don tguess askquestionsGoodenoughisgoodenoughMeetbutdonotexceedrequirementsBeopenandhonestwithyourteammates HowtoKeepaProjectonSchedule Ch07 HowtoMonitor ControlaTPMProject Timely complete accurate andintuitiveIsn tburdensomeandcounterproductiveReadilyacceptabletoseniormanagementReadilyacceptabletotheprojectteamAneffectiveearlywarningsystem CharacteristicsofEffectiveProgressReporting Ch07 HowtoMonitor ControlaTPMProject DetermineasetperiodoftimeanddayofweekReportactualworkaccomplishedduringthisperiodRecordhistoricalandre estimateremainingReportstartandfinishdatesRecorddaysofdurationaccomplishedandremainingReportresourceeffortspentandremainingReportpercentcomplete HowandWhatInformationtoUpdate Ch07 HowtoMonitor ControlaTPMProject CurrentperiodreportsCumulativereportsExceptionreportsStoplightreportsVariancereports FiveTypesofProjectStatusReports Ch07 HowtoMonitor ControlaTPMProject GanttChartProjectStatusReport Figure07 01 Ch07 HowtoMonitor ControlaTPMProject ExceptionReport StoplightReports Ch07 HowtoMonitor ControlaTPMProject CumulativeReports MilestoneTrendCharts Figure07 02 Ch07 HowtoMonitor ControlaTPMProject CumulativeReports MilestoneTrendCharts Figure07 03 Ch07 HowtoMonitor ControlaTPMProject CumulativeReports MilestoneTrendCharts Figure07 04 Ch07 HowtoMonitor ControlaTPMProject CumulativeReports MilestoneTrendCharts Figure07 05 Ch07 HowtoMonitor ControlaTPMProject EarnedValue TheStandardS Curve Figure07 06 Ch07 HowtoMonitor ControlaTPMProject EarnedValue TheAggressiveCurve Ch07 HowtoMonitor ControlaTPMProject EarnedValue TheCurvetoAvoid Ch07 HowtoMonitor ControlaTPMProject HowtoMeasurePercentofValueEarned 100 00 10050 50Proportionoftaskscompleted Ch07 HowtoMonitor ControlaTPMProject Figure07 07 EarnedValue CostVariance Ch07 HowtoMonitor ControlaTPMProject Figure07 08 EarnedValue ScheduleVariance Ch07 HowtoMonitor ControlaTPMProject HowtoMeasureEarnedValue Figure07 09 Ch07 HowtoMonitor ControlaTPMProject Figure07 10 EarnedValue TheFullStory Ch07 HowtoMonitor ControlaTPMProject Figure07 11 EarnedValue PV EVandACcurves Ch07 HowtoMonitor ControlaTPMProject EarnedValue BasicPerformanceIndices CostPerformanceIndex CPI Ameasureofhowclosetheprojectistospendingontheworkperformedtowhatwasplannedtohavebeenspent SchedulePerformanceIndex SPI Ameasureofhowclosetheprojectistoperformingworkasitwasactuallyscheduled CPI EV AC SPI EV PV INDEXVALUES1 underbudgetoraheadofschedule Ch07 HowtoMonitor ControlaTPMProject EarnedValue PerformanceIndices Figure07 12 Ch07 HowtoMonitor ControlaTPMProject EarnedValue PerformanceIndices Figure07 13 Ch07 HowtoMonitor ControlaTPMProject EarnedValue PerformanceIndices Figure07 14 Ch07 HowtoMonitor ControlaTPMProject EarnedValue PerformanceIndices Portfolio BETAProgram aheadofschedule behindschedule 1 0 0 8 0 6 0 4 1 2 1 4 1 6 ProjectWeek 8 7 6 5 4 9 3 2 1 Figure07 15 Ch07 HowtoMonitor ControlaTPMProject Initialdepositof10 oftotallabordaysAlloftheunfinishedfunctionsandfeaturesandthelabortimetodevelopthemarealsodepositedintheScopeBank ThetimetoprocessandintegrateaScopeChangerequestdrawstimefromtheScopeBank ToaddtimetotheScopeBankremoveunfinishedfunctionsandfeaturesanddeposittheirlabortimeintheScopeBank ClientshouldcontinuouslyreprioritizecontentsoftheScopeBank ManagingtheScopeBank Ch07 HowtoMonitor ControlaTPMProject IDNumberDateloggedDescriptionoftheproblemImpactifnotresolvedTheproblemownerActiontobetakenStatusOutcome MaintainingtheIssuesLog Ch07 HowtoMonitor ControlaTPMProject WhoShouldAttend WhenAreTheyHeld WhatIsTheirPurpose WhatIsTheirFormat ManagingProjectStatusMeetings Ch07 HowtoMonitor ControlaTPMProject EntireteamorTaskManagersfortasksopenforworkEveryonestandsupRotatethemeetingfacilitatorStatusofeachtaskisreportedOnscheduleAheadofschedule byhowmuch Behindschedule byhowmuchandgetwellplan UpdateScopeBankUpdateIssuesLog The15 MinuteDailyStatusMeeting Ch07 HowtoMonitor ControlaTPMProject AffectedpartiesonlyAgreeonproblemAgreeonwhoownstheproblemBrainstormsolutionsPrioritizesolutionsUpdateIssuesLogSchedulenextmeeting ProblemManagementMeeting Ch07 HowtoMonitor ControlaTPMProject ProblemEscalationStrategies WhoControlsWhat Ch07 HowtoMonitor ControlaTPMProject ProjectManager BasedStrategiesNoactionrequired Problemwillself correctExaminedependencyrelationshipsReassignresourcesResourceManager BasedStrategiesNegotiateadditionalresourcesClient BasedStrategiesNegotiatemultiplereleasestrategiesRequestscheduleextension ProblemEscalationStrategies Ch07 HowtoMonitor ControlaTPMProject Noactionrequired scheduleslackwillcorrecttheproblem ExaminesFSdependenciesforschedulecompressionopportunitiesReassignresourcesfromnon criticalpathtaskstocovertheslippage NegotiateadditionalresourcesNegot