信息技术IT专业人士项目管英文

ProjectManagementForInformationTechnology(IT)ProfessionalsPresentedby:DanFay,PMPBrenDanielProductionsCorp.Tel(902)453-4192Emailbrendanielprod,SettingtheToneFortheProgram,LearningObjectives,DescribePMPrinciples&TechniquesUnderstandtheglobalstandard(PMBoK)PracticeconceptsinalearningenvironmentIdentifywhatworksforyouandapplytheseconceptstoyourownprojectsUnderstandITspecificchallengesandbepreparedtakethemon,AfterattendingthisTrainingSessionyouwillbeableto:,MasteryCompetencySkillsKnowledgeInformation,ExperiencePractice&FeedbackApplicationStudy&Training,HowdoISucceed?,PersonalSuccess,Individually,writedownthreespecificobjectivesforattendingthistrainingsession,SettingthetonefortheProgramSettingUpForSuccessPlanningProjectControlMultipleProjectsDiscussionHandofftoOperations,ProgramOutline,LinksofProcessesinPhases,PMBOKpage28,ScopeManagementQualityManagementTimeManagementCostManagementHumanResourceManagementContractor/ProcurementManagementCommunicationsManagementIntegrationManagementRiskManagement,ManagementMaturity,BaselineBuildingaTeamBuildingaProjectBuildingSuccess,Success,ManagingforSuccess,ITChallenges,BC&PMTrainingProgramCourseMixDontre-invent,itprobablyexists(EDSMaterials),Team(Techie)ProjectTeam(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(ineffectitsownprojectownlifecycle)performancemeasurementtoensuredeliverablesmanagementcontrolsequentiallogicdesignedtoproperlydefineproduct,PhaseDiscussion,Whataresomecommonphasesinatechnologydrivenproject,ProjectManagersRole,Integrateeverything&everybodyMeetprojectobjectiveswithinconstraintsDecisionmaker-Conflictresolutionchanges,resources,tradeoffCommunicationshubPrimenegotiatorwithstakeholders,ProjectManagersPersonality,FlexibleInitiativetakerCommunicatorIntegratorDecisionMakerProblemSolverBigpictureabilityMotivator,+?,ITChallenges,Attempttomicro-managetogaincontrolTechnicalprojectsmeanmajorityofprojectnottotallyunderstoodMajorityofmistakesareinfakingit,TeamBuildingLeadershipRole,Whataresomechallengesyouhaveencounteredinyourworkplace,AreYouSetUpForSuccess?,TechnicalSkills,AdminSkills,HumanSkills,MaintainingtheBalance,TrainedOrBorn?,TechnicalSkills,High,Low,HumanSkills,-,Reference:Kerzner,1998.page125,TechnicalSkills,High,Low,HumanSkills,TeamMemberTeamLeaderManagerDirectorExecutive,-,MaintainingtheBalance,EgodrivenNarrowFocusAchievementDrivenAchievementvs.RelationshipStrategicPlanningNOTVictimImageOrganizationalViewFearofObsolescence,TechnicalSpecialists,FiveSourcesofAuthority,LegitimateCoerciveRewardExpertReverent,KnowingyourPowerBase,YourPowerBase,Individually,selectthetwopowersthatyoufeelyouareverygoodatusing.,LegitimateCoerciveRewardExpertReverent,Inyourteams,sharetheseselections,anddiscusshowaProjectManagercouldimproveineachpowertype,SoftwareEngineeringInstitute(SEI),U.S.federallyfundedcenterSEIMission:ToprovideleadershipinadvancingthestateofthepracticeofsoftwareengineeringtoimprovethequalityofsystemsthatdependonsoftwareProvidesanassessmentmodel(theCMM)forsoftwarequality/,CapabilityMaturityModel(CMM),INITIAL,REPEATABLE,DEFINED,MANAGED,OPTIMIZING,54321,Adhoc,Individual,BasicPM,Similar,StdSWProcess,Quantified&Measured,QuantifiedFeedback,TheIdealModel,KickStart(2months),Phase1EducationofAllLevelsLeadershipSetdirectionTeamSetbaselineknowledgePhaseIIAuditQuickAssessment(Bestprojects/Practices)PhaseIIIRecommendationsSetupSEPG(SoftwareEngineeringProcessGroup)SetupasProjectPlan,ITChallenges,SEICMMwherePMFitsintoprocessFirstinitiativefromabove,MonitoringandControlmechanismPullsconflictingtechnicalfunctionalareasintoaconsistentframework,Whataresomechallengesyouhaveencounteredinyourworkplace,SoftwareQualityMaturity-Exercise,EvaluateyourorganizationsmaturitylevelineachoftheeightprocessareasofthePMBoK:ScopeTimeQualityCommunicationsHRManagementProcurementRiskCost,WhydowehaveaProcess,Processv.s.Procedures,AProcessisahighlevelconceptthatcanbeappliedacrossorganizations,acrossindustry.IttriestominimizeambiguitybutmustallowflexibilityfordifferentculturesForexampleidentifyrisksthatcanimpactdeliveryAProcedureisthedetailedstepstoadheretotheprocess.Theprocedureisspecifictoanorganization.examplecompletetheattachedriskidentificationspreadsheetbyholdingatwomeetingwithallteamleadersofeachfunctionalarea.Thereshouldbeatleast20risksidentifiedandquantified.Thecompletedspreadsheetmustbestoredontheprojectserver.,YourTeamsBase,DoyoufollowadocumentedprocedureDoallthePMsfollowadocumentedprocedure/processDoyourseniormanagerscheckthatyouhavefollowedtheprocedure,SettingUpForSuccess,ProjectManager,CommunicationsLinks,N(N-1)/2,18(18-1)/2,306/2=153,StakeholderAnalysis,AsaTeamIdentify30StakeholdergroupsTheyimpacttheprojectTheyareimpactedbytheproject,YourPowerBaseDefined,Withyourstakeholderlist,identifythetypesofpoweryouholdoverthisperson/group,CostReduction,AnInterdependentApproach,InternalProjects,CustomerProjects,Marketing,OPERATIONS,MeetingyourOrganizationsVision,ProjectSelectionCriteria,ProjectSelectionCriteriaaredictatedbythebusinessandtechnicalobjectivesoftheorganizationItensuresthatandmoneyinvestedyieldsthehighestpaybackfortheorganizationThecriteriaallowthemanagementstafftoknowtheviabilityofaproposedprojectpriortoextensiveplanningItisalsousedasanongoingmeasurementofthecontinuedviabilityofaprojectonceitstartsAsorganizationalobjectives,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),ThesecolumnscouldbeweightedDefinitionsarerequired,ITChallenges,DidcommunicationsplanasanexerciseAbilitytopositionprojectcorrectly,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,Whataresomethingsyoucanpadtoensurethatwhenthingsgowrong,youarecovered?,PMSuccessFactors,AconstraintisabusinessdrivendefinitionthatlimitsthePMsabilitytotradeoff,NegotiatingRealism,AsaTeamForeachconstraintbelow,define3thingsyoucandoasaProjectManagertoovercometheconstraint,Timeyoumustdeliverby30SeptemberCostyoucannotspendmorethanXXXonyourprojectQualityItmustpas100%ofthetestcasesResourcesyouneed15people,thereareonly10,ProductIntroductionComponents,RemembertheConcepts,DevelopmentLifeCycleThatFits,BestPracticesLearnfromExperience,PIPTheStandardSetsaBaselineConsistency,ProjectInputConstraintsLimitationRequirements,ADevelopmentLifeCycleWhy?,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,NotaHardwareTypeprovidedvisabilityMilestonesmustbedigitaltothePM,Integraltooverallprojectplan,notanaddition,Whataresomechallengesyouhaveencounteredinyourworkplace,InteractionwiththeTeam,InyourTeamsDiscusswaysinwhichProjectManagerscanstayawareoftheinch-pebbleswithintheirproject(withoutmicro-management),Software,EvaluationFactorsPerformanceQualityVersatilityEaseofLearningEaseofUse,ClassificationLevelIsingleprojectplanningLevelIIsingleprojectmanagementLevelIIIMultipleProjects,WhyComputerize,PerformWhatIfswithinstantresultsConsistencyinmanagementreportingbytheteamPresentsacommonprojectplan,projectvisionAllowsinstantcommunicationsofdataShowscriticalpath,slack,dependenciesInstantswitchingbetweengraphtypesProvideseasyvisualtosophisticateddataDemonstratesmeasurableprogress,CommonChallenges,ManagementmaynotliketheoutputLackofuseinfrontendplanningLackofday-to-dayuseNocommitmenttotrainingLackoftechnicalsupportGarbageInGarbageOutLackofinsightintoaccumulatedchangesBossesareusedtooldsystemLackofintegrationintocompanysystemsViewedasreplacementforface-to-facecommunicationsNotrainingintheconceptsbeingsupported,Software-ASnapshot,ScopeDefinition-WBSActivity/MilestoneDefinition,EstimationBaselineprojectplanResourceCosts-BudgetingResourceAllocation&LevelingCriticalPathDetermination/PERTDecisionSupport-DiagramsSlackAnalysisActualsdataentryVarianceAnalysisDefault/AdhocreportsUsingfilterstosteamlinereportingChangecontrolIntegrationwithothersoftware,ITChallenges,EDSsuperdocumentlostcontrolKISSRememberthecontractortypes,Frameworkforcommunicationsplan,Whataresomechallengesyouhaveencounteredinyourworkplace,SoftwareDiscussion,WhatothersoftwarepackagesareusedbyaProjectManager,WhyProjectManagement?,MaketheMostEffectiveuseofResourcesAchieveProjectObjectivesAddresseverychangingfactorsWithinprojectcharacteristics,ProjectbasedorganizationTwocategoriesrevenuederivedfromothersmanagementbyprojectsSupportsystemsprojectbasedtraining,financialFunctionalorganizationoneclearsuperiorforanemployeegroupedbyspecialtyprojectstaffcomesfromacrossfunctions,OrganizationalStructures,MatrixorganizationBlendofProjectized/FunctionalorganizationsWeakmatricesfunctional,PMiscoordinator,expeditorStrongmatricesprojectizedwithfunctionalsupport,OrganizationalStructures,DescribeYourOrganization,TheBalanceofMatrices,ProblemsinaNon-Project-DrivenOrganizations,ProjectsmaybefewandfarbetweenExecutivesdonotdelegateeffectivelyVerticalapprovalsaretimeconsumingFunctionalareasholdinformationLimitedacceptanceofPMProcessDependenceonoutsidePMexpertise,InteractionwithFunctionalUnits,InyourTeamsIdentify-whataresomecommonreasonsforprojectmanagersandfunctionalmanagerstodisagree,TimeinPlanningisneverwasted,TheProjectPlan,DevelopawrittenstatementasthebasisforfutureprojectdecisionsensurescompleteprojectisknownAgreementbetweentheprojectteamandtheprojectcustomerWhatismissingWhatistheeffect/impactDynamic,EliminatesconflictcommonvisionStandardcommunicationstoolEnsuresobjectivesareunderstoodProvidesbasisforinformationgapsProvidesfirstcutatrisk/issuesmanagementSetsscheduleasbaseline,TheProjectPlanFramework,TotalProjectPlanning,Summaryofprojectconstraints/conditionsScope/ObjectivesofaprojectOBSRAMProjectManagerFunctionalsupportRAMOtherorganizationsManagementconductProjectscheduleEstimatesResourcemetricsSupportactivitiesApprovalsystem,ProjectManagementPlan,HighLevelPlan-MilestonesProjectManagementProcessReviewDeliverablesVO/PreProPlanProgramReviewsApprovalsProductReleaseAuthority,Startwithablankpieceofpaperbutstart.,ITChallenges,FocuswasontheplansnoplanningLimitationoftechnicalknowledgemeanthadtousetheteam,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.Foreachactivitydescribeaneventthattellsyouthattheactivityhascompletedsuccessfully.Foreacheventhowcanyouasaprojectmanagerensurethatyouknowthattheeventhashappened.,ForinstanceExecuteTestCase(activity)TestCaseComplete(event)SubmitTestCaseReporttoProjectManagerbyemail,ActivitySequencingisperformedtoidentifyanddocumentinteractivitydependencies,ActivitySequencing,TypesofDependencies,Mandatory/HardRelationshipcannotbealtered,Discretionary/SoftPersonalpreferenceApproach,bestpracticeAlsocalledsoftorpreferreddependency,ExternalDeliveries/suppliestoprojectUsuallyalsoaharddependencyTreatedasaconstraint,DependencyExercise,InTeamsIdentifyFiveharddependenciesFivesoftdependenciesandFiveexternaldependenciescommontoyourorganization,TypesofDependencies,FSFinishtoStartSFStarttoFinishFFFinishtoFinishSSStarttoStart,DiagrammingMethods,PrecedenceDiagrammingMethod(PDM),AlsocalledActivityonNode(AON)Arrowscanshowlag/leadtime,ArrowDiagrammingMethod(ADM),AlsocalledActivityonArrow(AOA)Constraintsshownasdummyactivities,DiagrammingMethods,DiagrammingMethods,FlowCharts,ITChallenges,AskingstupidquestionsincreasesknowledgeKISSUsedallchartslostcontrolRegularchartsnomoreinterruptions,ManagementReporting,Whataresomechallengesyouhaveencounteredinyourworkplace,FF/FS/-LeadandLag,DiagrammingNotes,Objectiveofthediagramistopassalonginformationontheproject-choiceofdiagramtypeshouldbedrivenbythisfactMilestonescanbeshownonPDMasactivitieswithzerodurationADMyoumustidentifyallactivitiesandallmilestones,PDMallowsyoutochoosewhatmilestonesyouwantADMyoucanadddummyactivities(lineswithnoduration)toforcedependencyDiagrammingrulesmustbeusedtoensurereadability,DevelopingThePath(s),End,WhatDiagramsCanTellYou,DiagrammingExercise,Drawthenetworkandidentifythecriticalpathusingtheprecedencediagram.,ActivityDurationEstimating,ActivityDurationEstimatingdeterminesthenumberofworkperiodswhichwillbeneededtocompleteindividualactivities,ActivityDurationEstimating,EstimatingguidelinesEvaluateeachindependentlyAssumenormalleveloflaborAssumenormalworkweekDisregardpredetermineddatesonfirstcutUseconsistenttimeunitsUsepastactualdataLevelofeffortactivitiesDuration*ResourceLoading=Effort,EstimateAccuracies,Definitive(Detailed)EstimateFromWelldefinedengineeringdataNormallyBottomupAccuracyof+/-5%,(Rough)OrderofMagnitudeNodetailedengineeringdataAccuracyof+/-35%,Approximate(TopDown)EstimateAnalogousEstimatesUsesPreviousprojectdataAccuracyof+/-15%,EstimatingTools&Techniques,AnalogousEstimationTopdownestimatingActualcostofaprevious,similarprojectLeastcostlymethodScaleableforprojectsize,ProductIntegrityPCBBuildStandardHW,ParametricModelingCharacteristicsinamathematicalmodelExamples-costpersq.foot,LOC,costperhourCanbeweighteddependingonparametersNeedsaccuratehistoricalinformationParametersmustbemeasurableMustbescalable,BottomUpEstimationUsesWBSasabasisforcollectionBestapproachfromactualdevelopersDataintensive-accurateConsistencyachallenge,EstimatingTools&Techniques,ComputerizedToolsAssistwithcostestimatingandcostingalternatives,CommonEstimationChallenges,Assumingfollow-onworkMisinterpretationoftheSOWImproperlydefinedScope/WBSOptimisticschedulesAssumingskillslevelsNoriskanalysisupfrontNoaccountingforcostadjustments/inflationWrong/Inconsistentestimationguidelines,ITChallenges,RedefinedrolefromtechnicaltopoliticalTestedtrustinmyteam,DefinesDelegation&Authority,Whataresomechallengesyouhaveencounteredinyourworkplace,EstimationExercise,Inyourteams,discussandwritedownsomeestimatingguidelinesthatareusedinyourorganization.,DansCommonEstimatingGuidelines,(Size)-estimatesshallnotbelargerthan5days(who)estimatesshallbebythefunctionalareaorindividualactuallydoingtheactivityIwantdurationandeffortestimatesforeachactivityBothestimatesarein6hourdays(6work2admin)ItellthemifIwantoptimisticestimates(morerisk),mostlikely(TM)orworstcase(TP)(norisk)(thismay