The Standard for Program Management (项目集管理标准)PPT参考幻灯片

,1,TheStandardforProgramManagement,PresentedMay16,2007ByGarryFlemings,PMPLorraineHenry,PMPReneWickes,PMP,MBAForPMIHeartlandChapter,2,Overview,HistoricalcontextTheStructureofProgramManagementIntroductiontoProgramManagementTheProgramManagementLifeCycleProgramManagementProcessesApplyingProgramManagement,3,Context,1969,ProjectManagementInstituteformsToday,PMI“withmorethan200,000membersinover150countries,istheworldsforemostadvocatefortheprojectmanagementprofession.Avitalandforward-thinkingorganization,PMIiscomprisedof247charteredchapters”(www.PMI.org,Mar4,2007)1987,AGuidetotheProjectManagementBodyofKnowledgefirstpublishedupdatedin1996and2004nowapprovedasanAmericanNationalStandard(ANS)bytheAmericanNationalStandardsInstitute(ANSI),4,Context(contd),2003,OrganizationalProjectManagementMaturityModelpublished:helpsorganizationsassessstrengthsandweaknesses2006,TheStandardforPortfolioManagementpublished2006,TheStandardforProgramManagementpublished,5,Standard,Definition:“somethingconsideredbyanauthorityorbygeneralconsentasabasisofcomparison;anapprovedmodel”TheRandomHouseCollegeDictionaryForthestandardsinthisdiscussion,theauthorityisPMI.Thesestandardsareapprovedmodelsforyourcompanytouseindesigningyourprocesses.Good:“WebasedourcompanysprocessesonPMIstandards.”Lessmeaningful:“OurcompanyusesPMIprocesses.”,6,Portfolios,Programs,andProjects,ProgramManagement,p9,7,ProjectManagement,Definition,project:“Aprojectisatemporaryendeavorundertakentocreateauniqueproduct,service,orresult.”PMBOKGuide,p5,Definition,projectmanagement:“theapplicationofknowledge,skills,toolsandtechniquestoprojectactivitiestomeetprojectrequirements.”PMBOKGuide,p8PMP,ProjectManagementProfessional:“theprofessionsmostgloballyrecognizedandrespectedcredential”www.PMI.org,Mar4,2007,8,ProgramManagement,Program:“agroupofrelatedprojectsmanagedinacoordinatedwaytoobtainbenefitsandcontrolnotavailablefrommanagingthemindividually.”ProgramManagement,p4,Programmanagement:“thecentralizedmanagementofaprogramtoachievetheprogramsstrategicbenefitsandobjectives.”ProgramManagement,p4,9,PortfolioManagement,Portfolio:“acollectionofcomponents(i.e.,projects,programs,portfolios,andotherworksuchasmaintenanceandongoingoperations)thataregroupedtogether”ProgramManagement,p5,Youcannotnotdoportfoliomanagement.Youredoingit!,“Aportfolioalwaysexistswithinanorganizationanditiscomprisedofasetofcurrentinitiatives.”ProgramManagement,p6,10,StructureofProgramManagement,Chapter1:IntroductionDefines“program”and“programmanagement”Relatesprogrammanagementtoportfoliomanagement,toprojectmanagement,andtoorganizationalplanningIntroducesthemesofprogrammanagementBenefitsmanagementProgramstakeholdermanagementProgramgovernance,11,Structure(contd),Chapter2:ProgramLifeCycleandOrganizationIntroducesalifecyclemodelofprogrammanagementRelatesthethemesfromChapter1toallpartsofthelifecycleDiscussesthephasesofthelifecycleinmoredetail,12,Structure(contd),Chapter3:ProgramManagementProcessesBreaksthephasesofthemodelinto36processes.Similar:thePMBOKGuidebreaksprojectmanagementinto44processes.Discusseseachprocessinsomedetail.Wewontcovertheminthis75minuteperiod.Wewillcoverthephases.,13,Part2-ProgramLifeCyclePart3ProgramProcesses,ProgramLifeCycleProgramGovernanceProgramBenefitsProgramStakeholderManagementProgramProcessesInitiatingPlanningExecutingControllingClosing,14,DivideintophasesProcesstomovethroughthephasesCommonproceduresforallprojectsControlstoensureconsistentapplicationofproceduresDevelopanddocumentprogramassumptionsanddecisionsManageprogramchangeMeasurethesuccessofindividualprojectsandtheprogramCaptureRisk,issues,benefitmeasurement&lessonslearnedOrganizationRoles&Responsibilities*ProgramGovernanceFigure2-2page18TheStandardforProgramManagement,15,16,17,18,19,20,ApplyingProgramManagement,InitiatingSalesProgramCompanyAwantsto:RefocusremoteofficesprocessestobemoresalesandmarketingdrivenTransferadministrativeprocesstomainofficeReassignremoteofficestafftofocusonsalesandmarketingresponsibilitiesResourcesProductionBusinessTechnical,21,ProgramLifeCycle,ProgramManagement,p9,22,ScopeofProjectAToadministerThepaymentofresourcesInawaythat:CentralizesadministrationintheMainOfficeAllowforRemoteOfficeinputProvideselectronicreportsandpaymentsUtilizesasecure,reliabletechnologyplatformLeveragesopportunitiestorealizeincreasedadministrativeefficiencyAvoidsadverseimpactonexpensesSupportsauditprocessingSothatPaymentofresourcestimelyandaccuratelyandservicelevelsaremaintained.AsmeasuredbyReductioninstaffandexpensesby$xxx,xxx,ApplyingProgramManagement,23,ScopeofProjectBEliminateXYZSystemToEliminateApplicationSystemXYZInawaythatReducessystemredundanciesSupportsprocessingofdatainnewtechnologycompliantsystemAlignswithobjectivesofProjectsCandDSothatMaintenancesystemcostsarereducedAsmeasuredbyEliminationofsystemcosts,ApplyingProgramManagement,24,ScopeofProjectDServiceandSupportTo:MaintainviableproductionsystemsInawaythat:SupportsproductiononlineandbatchsystemsResolvesoutstandingserviceandmaintenanceissuesSothat:Theapplicationsystemprovidesontimeavailabilityofon-linesandreportingAsmeasuredbyReductioninnumberofproductionsupportitemsIncreasedDataQuality,ApplyingProgramManagement,25,ProgramOrganization,26,ProjectDependenciesandTimeline,27,RiskManagement,28,RiskManagement,29,ProjectReporting&Communication,30,ProjectReporting&Communication,31,ProgramChangeControl,*LegendonNextSlide,32,ProgramChangeControl,33,Program/ProjectChangeControl,34,LessonsLearned,LESSONSLEARNEDDOCU,MENT,ProjectName/Number:,Preparedby:,Date:,Scanning,ProjectManagers,2/10/05,Customer/EndUserGroup:,ContactName:,ProjectType(S/M/L):,Sales,ProjectDirectors,Large,BusinessUnit:,ProjectManager:,ProjectSponsor:,Sales,ProjectManagers,SUMMARYOFLESSONSL,EARNED,ProjectBackground,Theprimarypurposeofthe,projectwasto,.,Theprojectteamconsistedofacoregroupofapproximately,xx,I/SandB/Aassociates,butincludedapproximately,yy,otherI/SandB/Aassociateswhoalsohadeffort,ontheproject.,Theoverallestimateforthe,p,projectwas,100,I/SandB/Aworkdayscombined.,Thebaselinetargetreleasedatefor,ProjectZ,was10/1/04.,MajorChallenges,Giventheoverallestimatefortheproject,therewasanoverwhelmingamountof,worktoplan,organizeand,completewithinthedesiredtimeframe.,Theprojectwasgoingtorequirechangestoapproximately,2,systems.,Becauseofoverlappingtimeframeswithanother,project,additionalcoordinativeactivitywouldbeneededto,ensuretheneedsofbothprojectswouldbemet.,Resourceconstraintswithincertainarea,s,like,Accounting,thathadsignificantamountsofeffortonmultiple,projectsandproductionefforts.,35,LessonsLearned,1.RequestExecutiveandSeniorManagementcommunicationofestablishedCorporateorDivisionprioritiestoalignresourcesappropriately.2.Usededicated,co-locatedI/SandB/Aresources,ifallowed.3.Modifytheproductprocesstooverlapprojectstagesasopportunitiespermit.4.Getofftoanorganized,motivated,strongstartwithProjectandStagekick-offmeetings.5.Implementaprojectstructureandprojectcontrolsthatfacilitategoodcommunication.6.Focuscommitmentsonqualitydeliverablesbutalsowithemphasisonprocessimprovements.7.Donttoleratepoorcommunicationorpoorperformance.8.Properlyplan,monitorandexecuteawelldefinedcustomertestingstrategy.9.Manageexternalexpectationsthroughtheuseofprojectcheckpoints.10.Makesureyouhaveclearlydefinedexpectations,rolesandresponsibilitiesforeachkeypositionontheProjectTeam.11.Giveindividualandteamrecognitionaswarranted.*Ifyouwanttofinishaheadofschedule,youmustplantodoso.Itwonthappenbyaccident.Mostoftheitemslistedabovedonotrequireresourcesorbuy-instouseonanygivenproject,andwhilesomearespecifictoprojects,mostareapplicabletoallprojectsaswell.Eachoftheseitemsshouldatleastbeconsideredatthestartofanyproject.,36,LessonsLearned,LessonsLearnedProjectExperienceRecommendedProcessImprovementsOtherRecommendationsAreasofFocusTechnicalExperienceSchedulePerformanceCostPerformanceRiskManagementTeamManagementToolPerformanceReleasePerformance,37,Closing,DifferencesbetweenPortfoliovsProgramvsProjectManagementOverviewofTheStandardforProgramManagementDefinedhowaProgramisstructuredSuggestedwaystoapplyProgramManagement,38,Q&A,Pleasecompleteyourevaluations!Yourspeakersare:GarryFlemings,LorraineHenry,andReneWickes.,39,ReferenceSlides,40,AdditionalSourcesforInformation,AComprehensiveTechnologyPortfolioManagementProcess(Borland),41,AdditionalSources(contd),InternetProjectManagementInstitute:HeartlandChapter:AllPMIstandardsareavailableatmanysources,including:,42,P