有效的项目管理--在传统项目管理中如何监控项目ppt课件

.,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,.,HolddailyteammeetingsCompletetasksASAPReportproblemsASAPDontfallvictimtothe“creeps”DontguessaskquestionsGoodenoughisgoodenoughMeetbutdonotexceedrequirementsBeopenandhonestwithyourteammates,HowtoKeepaProjectonSchedule,Ch07:HowtoMonitor&ControlaTPMProject,.,Timely,complete,accurate,andintuitiveIsntburdensomeandcounterproductiveReadilyacceptabletoseniormanagementReadilyacceptabletotheprojectteamAneffectiveearlywarningsystem,CharacteristicsofEffectiveProgressReporting,Ch07:HowtoMonitor&ControlaTPMProject,.,DetermineasetperiodoftimeanddayofweekReportactualworkaccomplishedduringthisperiodRecordhistoricalandre-estimateremainingReportstartandfinishdatesRecorddaysofdurationaccomplishedandremainingReportresourceeffortspentandremainingReportpercentcomplete,HowandWhatInformationtoUpdate,Ch07:HowtoMonitor&ControlaTPMProject,.,CurrentperiodreportsCumulativereportsExceptionreportsStoplightreportsVariancereports,FiveTypesofProjectStatusReports,Ch07:HowtoMonitor&ControlaTPMProject,.,GanttChartProjectStatusReport,Figure07-01,Ch07:HowtoMonitor&ControlaTPMProject,.,ExceptionReportStoplightReports,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,.,EarnedValueTheStandardS-Curve,Figure07-06,Ch07:HowtoMonitor&ControlaTPMProject,.,EarnedValueTheAggressiveCurve,Ch07:HowtoMonitor&ControlaTPMProject,.,EarnedValueTheCurvetoAvoid,Ch07:HowtoMonitor&ControlaTPMProject,.,HowtoMeasurePercentofValueEarned,100001005050Proportionoftaskscompleted,Ch07:HowtoMonitor&ControlaTPMProject,.,Figure07-07,EarnedValueCostVariance,Ch07:HowtoMonitor&ControlaTPMProject,.,Figure07-08,EarnedValueScheduleVariance,Ch07:HowtoMonitor&ControlaTPMProject,.,HowtoMeasureEarnedValue,Figure07-09,Ch07:HowtoMonitor&ControlaTPMProject,.,Figure07-10,EarnedValueTheFullStory,Ch07:HowtoMonitor&ControlaTPMProject,.,Figure07-11,EarnedValuePV,EVandACcurves,Ch07:HowtoMonitor&ControlaTPMProject,.,EarnedValueBasicPerformanceIndices,CostPerformanceIndex(CPI)Ameasureofhowclosetheprojectistospendingontheworkperformedtowhatwasplannedtohavebeenspent.,SchedulePerformanceIndex(SPI)Ameasureofhowclosetheprojectistoperformingworkasitwasactuallyscheduled.,CPI=EV/AC,SPI=EV/PV,INDEXVALUES1:underbudgetoraheadofschedule,Ch07:HowtoMonitor&ControlaTPMProject,.,EarnedValuePerformanceIndices,Figure07-12,Ch07:HowtoMonitor&ControlaTPMProject,.,EarnedValuePerformanceIndices,Figure07-13,Ch07:HowtoMonitor&ControlaTPMProject,.,EarnedValuePerformanceIndices,Figure07-14,Ch07:HowtoMonitor&ControlaTPMProject,.,EarnedValuePerformanceIndices,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,.,ProblemEscalationStrategiesWhoControlsWhat?,Ch07:HowtoMonitor&ControlaTPMProject,.,ProjectManager-BasedStrategiesNoactionrequired.Problemwillself-correctExaminedependencyrelationshipsReassignresourcesResourceManager-BasedStrategiesNegotiateadditionalresourcesClient-BasedStrategiesNegotiatemultiplereleasestrategiesRequestscheduleextension,ProblemEscalationStrategies,Ch07:HowtoMonitor&ControlaTPMProject,.,Noactionrequired(scheduleslackwillcorrecttheproblem)ExaminesFSdependenciesforschedulecompressionopportunitiesReassignresourcesfromnon-criticalpathtaskstocovertheslippage.NegotiateadditionalresourcesNegot