IT项目管理 pt 2.ppt

ProjectManagementForInformationTechnology IT ProfessionalsPresentedby DanFay PMPBrenDanielProductionsCorp Tel 902 453 4192Emailbrendanielprod SettingtheToneFortheProgram LearningObjectives DescribePMPrinciples TechniquesUnderstandtheglobalstandard PMBoK PracticeconceptsinalearningenvironmentIdentifywhatworksforyouandapplytheseconceptstoyourownprojectsUnderstandITspecificchallengesandbeprepared takethemon AfterattendingthisTrainingSessionyouwillbeableto MasteryCompetencySkillsKnowledgeInformation ExperiencePractice FeedbackApplicationStudy Training HowdoISucceed PersonalSuccess Individually writedownthreespecificobjectivesforattendingthistrainingsession SettingthetonefortheProgramSettingUpForSuccessPlanningProjectControlMultipleProjectsDiscussionHandofftoOperations ProgramOutline LinksofProcessesinPhases PMBOKpage28 ScopeManagementQualityManagementTimeManagementCostManagementHumanResourceManagementContractor ProcurementManagementCommunicationsManagementIntegrationManagementRiskManagement ManagementMaturity BaselineBuildingaTeamBuildingaProjectBuildingSuccess Success Managing forSuccess ITChallenges BC PMTrainingProgram CourseMixDon tre invent itprobablyexists EDSMaterials Team Techie Project Team Manager Maturitycycle Whataresomechallengesyouhaveencounteredinyourworkplace ScopeManagementProcesses TimeManagementProcesses QualityManagementProcesses CostManagementProcesses HRManagementProcesses CommunicationsManagement ProcurementManagement IntegrationManagement RiskManagement HighLevelConcept Individually writedownwhatyoufeelarethethreemostimportantdeliverablesinadevelopmentlifecycle Inteamsdiscussandjustifyyourchoices KeyDefinitions OperationsRepetitiveOngoingResetobjectives continue PerformedbyPeopleConstrainedbylimitedresourcesPlanned Executed Controlled ProjectsTemporaryBeginning EndUniqueProductorService ProjectsTemporaryBeginning EndUniqueProductorService ProjectsTemporaryBeginning EndUniqueProductorService ProjectTemporaryBeginning EndUniqueProductorService Definitions LookingDown InitiatingPlanningExecutingControllingClosing ConceptDevelopmentExecutionFinish Probabilityofsuccessincreaseswithtime LifeCycleCharacteristics Theabilityofstakeholderstoinfluencefinalcharacteristicsdecreaseswithtimealongtheprojectphases Total Spent LifeCycleCharacteristics Time Definitions LifeCycleAcollectionofgenerallysequentialprojectphaseswhosenameandnumberaredeterminedbycontrolneedsoftheorganization s involvedintheproject Phaseoneormoretangible verifiableworkproducts ineffectit sownproject ownlifecycle performancemeasurementtoensuredeliverablesmanagementcontrolsequentiallogicdesignedtoproperlydefineproduct PhaseDiscussion Whataresomecommonphasesinatechnologydrivenproject ProjectManager sRole Integrateeverything everybodyMeetprojectobjectiveswithinconstraintsDecisionmaker Conflictresolutionchanges resources tradeoffCommunicationshubPrimenegotiatorwithstakeholders ProjectManager sPersonality FlexibleInitiativetakerCommunicatorIntegratorDecisionMakerProblemSolverBigpictureabilityMotivator ITChallenges Attempttomicro managetogaincontrolTechnicalprojectsmeanmajorityofprojectnottotallyunderstoodMajorityofmistakesarein fakingit TeamBuilding LeadershipRole Whataresomechallengesyouhaveencounteredinyourworkplace AreYouSetUpForSuccess TechnicalSkills AdminSkills HumanSkills MaintainingtheBalance TrainedOrBorn TechnicalSkills High Low HumanSkills Reference Kerzner 1998 page125 TechnicalSkills High Low HumanSkills TeamMemberTeamLeaderManagerDirectorExecutive MaintainingtheBalance EgodrivenNarrowFocusAchievementDrivenAchievementvs RelationshipStrategicPlanning NOTVictimImage OrganizationalViewFearofObsolescence TechnicalSpecialists FiveSourcesofAuthority LegitimateCoerciveRewardExpertReverent KnowingyourPowerBase YourPowerBase Individually selectthetwopowersthatyoufeelyouareverygoodatusing LegitimateCoerciveRewardExpertReverent Inyourteams sharetheseselections anddiscusshowaProjectManagercouldimproveineachpowertype SoftwareEngineeringInstitute SEI U S federallyfundedcenterSEIMission ToprovideleadershipinadvancingthestateofthepracticeofsoftwareengineeringtoimprovethequalityofsystemsthatdependonsoftwareProvidesanassessmentmodel theCMM forsoftwarequalityhttp www sei cmu edu CapabilityMaturityModel CMM INITIAL REPEATABLE DEFINED MANAGED OPTIMIZING 54321 Adhoc Individual BasicPM Similar StdSWProcess Quantified Measured QuantifiedFeedback TheIdealModel KickStart 2months Phase1 EducationofAllLevelsLeadership SetdirectionTeam SetbaselineknowledgePhaseII AuditQuickAssessment Bestprojects Practices PhaseIII RecommendationsSetupSEPG SoftwareEngineeringProcessGroup SetupasProjectPlan ITChallenges SEICMM wherePMFitsintoprocessFirstinitiativefrom above MonitoringandControlmechanismPullsconflictingtechnicalfunctionalareasintoaconsistentframework Whataresomechallengesyouhaveencounteredinyourworkplace SoftwareQualityMaturity Exercise EvaluateyourorganizationsmaturitylevelineachoftheeightprocessareasofthePMBoK ScopeTimeQualityCommunicationsHRManagementProcurementRiskCost WhydowehaveaProcess Processv s Procedures AProcessisahighlevelconceptthatcanbeappliedacrossorganizations acrossindustry IttriestominimizeambiguitybutmustallowflexibilityfordifferentculturesForexample identifyrisksthatcanimpactdelivery AProcedureisthedetailedstepstoadheretotheprocess Theprocedureisspecifictoanorganization example completetheattachedriskidentificationspreadsheetbyholdingatwomeetingwithallteamleadersofeachfunctionalarea Thereshouldbeatleast20risksidentifiedandquantified Thecompletedspreadsheetmustbestoredontheprojectserver YourTeam sBase DoyoufollowadocumentedprocedureDoallthePMsfollowadocumentedprocedure processDoyourseniormanagerscheckthatyouhavefollowedtheprocedure SettingUpForSuccess ProjectManager CommunicationsLinks N N 1 2 18 18 1 2 306 2 153 StakeholderAnalysis AsaTeam Identify30StakeholdergroupsTheyimpacttheprojectTheyareimpactedbytheproject YourPowerBaseDefined Withyourstakeholderlist identifythetypesofpoweryouholdoverthisperson group CostReduction AnInterdependentApproach InternalProjects CustomerProjects Marketing OPERATIONS MeetingyourOrganizationsVision ProjectSelectionCriteria ProjectSelectionCriteriaaredictatedbythebusinessandtechnicalobjectivesoftheorganizationItensuresthatandmoneyinvestedyieldsthehighest payback fortheorganizationThecriteriaallowthemanagementstafftoknowtheviabilityofaproposedprojectpriortoextensiveplanningItisalsousedasanongoingmeasurementofthecontinuedviabilityofaprojectonceitstartsAsorganizationalobjectives soshouldtheselectioncriteria Projects Criteria Risk High 5 Medium 3 Low 1 PayBackPeriod BalanceCostvssavingsequation Cashflowtiming WhatQfordelivering NPV NPV investmentratio Resourceavailability 1 2 3 4 5 6 7 8 ProjectSelectionCriteria Example YES 1 Probable 3 No 5 Thesecolumnscouldbe weighted Definitionsarerequired ITChallenges Didcommunicationsplanasan exercise Abilitytopositionprojectcorrectly Keepingprojectteamfocusedonorganizationalobjectives Whataresomechallengesyouhaveencounteredinyourworkplace RiskManagement Uncertainty ConstraintProbabilityUnpredictabilityContingency planningforfailure ControlBasedonFactsCommitmentPlanningforSuccess RiskAreas Example TechnologyIsthisatechnologyweknowwellandhaveexperiencewith MaturityIsthetechnologymature isitconsistentwithcompanydirection ComponentsAreweintroducingcomponentsthatareunique newsuppliers ComplexityIstheprojecteasytounderstand RequirementsAretheystable arethereotherprojectsthatcouldimpact derail RiskAreas Example QualityIstherepotentialtodecreasethequalitymetricsofourproduct FunctionalAreaAreManufacturing CustomerService purchasingconsistent TeamCommitmentsArethereteamsthatmayprioritizeusofftheirschedules TeamSkillsDowedependonasmallteam i e HeroBobquits stoppedcold ExecutiveSupportDowehavethevisibilityrequiredtostayalive ContingencyPlanDiscussion Whataresomethingsyoucan pad toensurethatwhenthingsgowrong youare covered PMSuccessFactors AconstraintisabusinessdrivendefinitionthatlimitsthePM sabilitytotradeoff NegotiatingRealism AsaTeamForeachconstraintbelow define3thingsyoucandoasaProjectManagertoovercometheconstraint Time youmustdeliverby30SeptemberCost youcannotspendmorethanXXXonyourprojectQuality Itmustpas100 ofthetestcasesResources youneed15people thereareonly10 ProductIntroductionComponents RemembertheConcepts DevelopmentLifeCycleThatFits BestPracticesLearnfromExperience PIPTheStandardSetsaBaselineConsistency ProjectInputConstraintsLimitationRequirements ADevelopmentLifeCycle Why Customerrequirementsarebeingmet Commercialrequirementsarebeingmet Productandmarketarestillviableinthemarketplace Productdevelopmentisonschedule Highstandardsofproductqualityandperformancearebeingmet Toprovideperiodicchecksthat HighLevelObjective DoWeMoveForward TheLifeCycleProcess Elements HardwareDevelopment Example HardwareInchPebbles PerCycle DR DesignReviewDI DesignInspectionFA FunctionalAgreementCPA ComponentPlacementAgreement LAYOUT PA PhysicalAgreement ORDER BUILD Verify Verification ITChallenges NotaHardwareType providedvisabilityMilestonesmustbedigital tothePM Integraltooverallprojectplan notanaddition Whataresomechallengesyouhaveencounteredinyourworkplace InteractionwiththeTeam InyourTeamsDiscusswaysinwhichProjectManagerscanstayawareoftheinch pebbleswithintheirproject withoutmicro management Software EvaluationFactorsPerformanceQualityVersatilityEaseofLearningEaseofUse ClassificationLevelI singleprojectplanningLevelII singleprojectmanagementLevelIII MultipleProjects WhyComputerize Perform WhatIfs withinstantresultsConsistencyinmanagementreportingbytheteamPresentsacommonprojectplan projectvisionAllowsinstantcommunicationsofdataShowscriticalpath slack dependencies InstantswitchingbetweengraphtypesProvideseasyvisualtosophisticateddataDemonstratesmeasurableprogress CommonChallenges ManagementmaynotliketheoutputLackofuseinfrontendplanningLackofday to dayuseNocommitmenttotrainingLackoftechnicalsupportGarbageIn GarbageOutLackofinsightintoaccumulatedchanges Bosses areusedtooldsystemLackofintegrationintocompanysystemsViewedasreplacementforface to facecommunicationsNotrainingintheconceptsbeingsupported Software ASnapshot ScopeDefinition WBSActivity MilestoneDefinition EstimationBaselineprojectplanResourceCosts BudgetingResourceAllocation LevelingCriticalPathDetermination PERTDecisionSupport DiagramsSlackAnalysis Actuals dataentryVarianceAnalysisDefault AdhocreportsUsingfilterstosteamlinereportingChangecontrolIntegrationwithothersoftware ITChallenges EDS superdocument lostcontrolKISS Rememberthecontractortypes Frameworkforcommunicationsplan Whataresomechallengesyouhaveencounteredinyourworkplace SoftwareDiscussion WhatothersoftwarepackagesareusedbyaProjectManager WhyProjectManagement MaketheMostEffectiveuseofResourcesAchieveProjectObjectivesAddresseverychangingfactorsWithinprojectcharacteristics ProjectbasedorganizationTwocategoriesrevenuederivedfromothersmanagementbyprojectsSupportsystemsprojectbasedtraining financialFunctionalorganizationoneclearsuperiorforanemployeegroupedbyspecialtyprojectstaffcomesfromacrossfunctions OrganizationalStructures MatrixorganizationBlendofProjectized FunctionalorganizationsWeakmatricesfunctional PMiscoordinator expeditorStrongmatricesprojectizedwithfunctionalsupport OrganizationalStructures DescribeYourOrganization TheBalanceofMatrices ProblemsinaNon Project DrivenOrganizations ProjectsmaybefewandfarbetweenExecutivesdonotdelegateeffectivelyVerticalapprovalsaretimeconsumingFunctionalareas hold informationLimitedacceptanceofPMProcessDependenceonoutsidePMexpertise InteractionwithFunctionalUnits InyourTeamsIdentify whataresomecommonreasonsforprojectmanagersandfunctionalmanagerstodisagree TimeinPlanningisneverwasted TheProjectPlan Developawrittenstatementasthebasisforfutureprojectdecisions ensurescompleteprojectisknownAgreementbetweentheprojectteamandtheprojectcustomerWhatismissingWhatistheeffect impactDynamic Eliminatesconflict commonvisionStandardcommunicationstoolEnsuresobjectivesareunderstoodProvidesbasisforinformationgapsProvidesfirstcutatrisk issuesmanagementSetsscheduleasbaseline TheProjectPlanFramework TotalProjectPlanning Summaryofprojectconstraints conditionsScope ObjectivesofaprojectOBSRAM ProjectManagerFunctionalsupportRAM OtherorganizationsManagementconductProjectscheduleEstimatesResourcemetricsSupportactivitiesApprovalsystem ProjectManagementPlan HighLevelPlan MilestonesProjectManagementProcessReviewDeliverablesVO PreProPlanProgramReviewsApprovalsProductReleaseAuthority Startwithablankpieceofpaper butstart ITChallenges Focuswasontheplan s noplanningLimitationoftechnicalknowledgemeanthadtousetheteam BasisMonitoringandControl Baseline Whataresomechallengesyouhaveencounteredinyourworkplace DeliverableorientedOrganizesanddefinestotalscopeofprojectLevelsrepresentincreaseddetailMaybeproducts servicesRelatescomponentstoeachother projectWorknotinWBSisoutsidescopeofprojectUsedtoconfirmacommonunderstandingHelpsingettingcommitmentofprojectpersonnel WorkBreakdownStructure WBS LowestLeveliscalledaWorkPackageMaybedividedintoActivities TheWBSisthebasisfor ResponsibilityAssignmentMatrixBudget CostEstimatingPlanningTotalProgramBreakdownOrganizationalStructure OBS CoordinationofObjectivesNetworkSchedulingContractualStructuringRiskAnalysisProjectPerformanceMeasures BenefitsofWBS PreventsmissingdeliverablesBasisforprojectteamcommitmentEstablishesframeworkforprojectplandevelopmentEnsuresdeliverablesarevisibleHelpsininitialriskanalysis ActivityDefinition Activitydefinitionisusedtoidentifyanddocumentthespecificactivitiesthatmustbeperformedinordertoproducethedeliverablesandsub deliverablesidentifiedintheWBS Howdowedothat Activity Consumestime prepare build test MustbemeasurableSingleaccountabilityMustbeabletobeperceivedStopsDecompositionoftheWBS WhataresomecommonRulesofThumbforBottomLevelActivities SpecifiedaccomplishmentPointintimeDoesnotconsumetimeorresourcesExpressesastate tested CommunicationsTooltoshowdigitalprogressAlsocalledMilestones Event ActivityExercise Inyourteams makealistoftenactivitiescommontoallofyourprojects Foreachactivity describeaneventthattellsyouthattheactivityhascompletedsuccessfully Foreachevent howcanyouasaprojectmanagerensurethatyouknowthattheeventhashappened Forinstance ExecuteTestCase activity TestCaseComplete event SubmitTestCaseReporttoProjectManagerbyemail ActivitySequencingisperformedtoidentifyanddocumentinteractivitydependencies ActivitySequencing TypesofDependencies Mandatory HardRelationshipcannotbealtered Discretionary SoftPersonalpreferenceApproach bestpracticeAlsocalledsoftorpreferreddependency ExternalDeliveries suppliestoprojectUsuallyalsoaharddependencyTreatedasaconstraint DependencyExercise InTeams IdentifyFiveharddependenciesFivesoftdependenciesandFiveexternaldependenciescommontoyourorganization TypesofDependencies FS FinishtoStartSF StarttoFinishFF FinishtoFinishSS StarttoStart DiagrammingMethods PrecedenceDiagrammingMethod PDM AlsocalledActivityonNode AON Arrowscanshowlag leadtime ArrowDiagrammingMethod ADM AlsocalledActivityonArrow AOA Constraintsshownasdummyactivities DiagrammingMethods DiagrammingMethods FlowCharts ITChallenges AskingstupidquestionsincreasesknowledgeKISS Usedallcharts lostcontrolRegularcharts nomoreinterruptions ManagementReporting Whataresomechallengesyouhaveencounteredinyourworkplace FF FS LeadandLag DiagrammingNotes Objectiveofthediagramistopassalonginformationontheproject choiceofdiagramtypeshouldbedrivenbythisfactMilestonescanbeshownonPDMasactivitieswithzerodurationADMyoumustidentifyallactivitiesandallmilestones PDMallowsyoutochoosewhatmilestonesyouwantADM youcanadd dummy activities lineswithnoduration toforcedependencyDiagrammingrulesmustbeusedtoensurereadability DevelopingThePath s End WhatDiagramsCanTellYou DiagrammingExercise Drawthenetworkandidentifythecriticalpathusingtheprecedencediagram ActivityDurationEstimating ActivityDurationEstimatingdeterminesthenumberofworkperiodswhichwillbeneededtocompleteindividualactivities ActivityDurationEstimating EstimatingguidelinesEvaluateeachindependentlyAssume normal leveloflaborAssume normal workweekDisregardpredetermineddatesonfirstcutUseconsistenttimeunitsUsepastactualdataLevelofeffortactivitiesDuration ResourceLoading Effort EstimateAccuracies Definitive Detailed EstimateFromWelldefinedengineeringdataNormallyBottomupAccuracyof 5 Rough OrderofMagnitudeNodetailedengineeringdataAccuracyof 35 Approximate TopDown EstimateAnalogousEstimatesUsesPreviousprojectdataAccuracyof 15 EstimatingTools Techniques AnalogousEstimationTopdownestimatingActualcostofaprevious similarprojectLeastcostlymethodScaleableforprojectsize ProductIntegrityPCBBuildStandardHW ParametricModelingCharacteristicsinamathematicalmodelExamples costpersq foot LOC costperhourCanbeweighteddependingonparametersNeedsaccuratehistoricalinformationParametersmustbemeasurableMustbescalable BottomUpEstimationUsesWBSasabasisforcollectionBestapproach fromactualdevelopersDataintensive accurateConsistencyachallenge EstimatingTools Techniques ComputerizedToolsAssistwithcostestimatingandcostingalternatives CommonEstimationChallenges Assumingfollow onworkMisinterpretationoftheSOWImproperlydefinedScope WBSOptimisticschedulesAssumingskillslevelsNoriskanalysisupfrontNoaccountingforcostadjustments inflationWrong Inconsistentestimationguidelines ITChallenges RedefinedrolefromtechnicaltopoliticalTestedtrustinmyteam DefinesDelegation Authority Whataresomechallengesyouhaveencounteredinyourworkplace EstimationExercise Inyourteams discussandwritedownsomeestimatingguidelinesthatareusedinyourorganization Dan sCommonEstimatingGuidelines Size estimatesshallnotbelargerthan5days who estimatesshallbebythefunctionalareaorindividualactuallydoingtheactivityIwantdurationandeffortestimatesforeachactivityBothestimatesarein6hourdays 6work 2admin ItellthemifIwantoptimisticestimates morerisk mostlikely TM orworstcase TP norisk thismaychangeforeachfunctionalarea EstimatesshallcontainnoaddedcontingencyAnyrisksneedtobeidentifiedwiththeestimate CriticalPathMethod CPM Usedatprojectlevel NormalDistributio