北大方正-项目管理课程资料(ppt 89页)(英文).ppt

Nov.28,2001,WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity,Topic2,PROJECTMANAGER+PROJECTORGANIZATION,Nov.28,2001,WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity,I.TheNatureofMan,modelabouthumanbehavior,Nov.28,2001,WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity,Understandinghumanbehaviorisfundamentaltounderstandinghoworganizationsfunction,whetherareprofit-makingfirms,non-profitenterprises,orgovernmentagencies.Understandinghumanbehaviorisalsothefundamentaltounderstandinghowpersonact-game.WewillmainlyfocusonREMM.,Nov.28,2001,WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity,REMM,Resourceful,Evaluative,MaximizingModelPostulates1-4,Nov.28,2001,WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity,Postulate1,Everyindividualcares,heorsheisanevaluator.1)Theindividualcaresaboutalmosteverything,knowledge,independent,etc2)REMMisalwayswillingtomaketradeoffsandsubstitutions.3)Individualpreferencesaretransitive.,Nov.28,2001,WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity,Postulate2,Eachindividualswantsareunlimited1)IfwedesignatethosethingsthatREMMvaluespositivelyasGOODS,thenheorsheprefersmoregoodstoless,GOODScanbeanythingfromartobjectstoethicalnorms.2)REMMcannotbesatiated.Heorshealwayswantsmoreofsomethings,materialgoods/intangiblegoods,Nov.28,2001,WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity,Postulate3,Eachindividualisamaximizer:Heorsheactssoastoenjoythehighestlevelofvaluepossible.Individualsarealwaysconstrainedinsatisfyingtheirwants-wealth,time,physicallawsofnature,limitsoftheirownknowledgeaboutvariousgoodsandopportunities,etccanbetheconstrains-opportunityset-begivenandexternal.,Nov.28,2001,WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity,Postulate4,Theindividualisresourceful:Individualsarecreative.Theyareabletoconceiveofchangeintheirenvironment,foreseetheconsequencesthereof,andrespondbycreatingnewopportunities-thelimitationisisnotimmutable.Humanbeingsarenotonlycapableoflearningnewopportunity,theyalsoengageinresourceful,creativeactivitiesthatexpandtheiropportunitiesinvariousways.,Nov.28,2001,WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity,REMMsatwork:Thinkabouttheeffectsofnewlyimposedconstrainstohumanbehavior.REMMsresponsetoanewconstrainsistobeginsearchingforsubstitutesforwhatisnowconstrained,asearchthatisnotrestrictedtoexistingalternatives.Theywillinventalternativesthatdidnotpreviouslyexist.Examples.,Nov.28,2001,WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity,REMMmeansthereareno“needs”-individualisalwayswillingtomaketradeoffs,willingtosubstitute-willingtogiveupasufficientsmallamountofanygoodforsufficientlargeamountofothergoods(inhisorherownsense).Therearenoneed,thereonlywants,desires.demands.Ifsomethingismorecostly,lesswillbedemanded,thanifitwerecheaper.-Cost/benefitanalysis.,Nov.28,2001,WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity,Keepinmind:AlmostallthepeopleintheworldactasREMMs,REMMsareeverywhere-GAMEbetweendifferentparties-Trytounderstandwhatdoyourcounter-partyreallywant.,Nov.28,2001,WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity,II.ProjectManagersRole,Nov.28,2001,WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity,Objectives,IDENTIFY:WhataprojectmanagerisWhyaprojectmanagerisneededHowtoperformtheroleofaprojectmanagerWhenaprojectmanagerwillplayakeyroleintheproject,Nov.28,2001,WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity,Projectmanager-Definition,Aprojectmanagerisanindividualresponsiblefor:PlanningandorganizingControllinganddirectingtheday-to-dayactivitiesofaproject(s)DeliveringtheprojectobjectivestoSponsorandSteeringCommittee,Nov.28,2001,WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity,A.PlanningandOrganizing,1Planning1)Thetechnicalactivitiesoftheprojectthatwillproducetheprojectsobjectives:(1)teammembersactivities;(2)scheduleoftheprojectdeliverables.2)Thefinancialobjectivesoftheprojectisbasedonthebusinesscase:(1)revenuefromdeliverablesdeliveredtotheclient;(2)costofteammemberslabor;(3)costofdeliverablesfromsuppliers;(4)allotherprojectrelatedcost,Nov.28,2001,WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity,2.Organizing1)Theprojectteam,rolesandresponsibilitiesforallteammembers2)Theprojectdocumentation:(1)contractfile;(2)projectplans;(3)projectprocedures;(4)financialdocumentation:invoicestoclients;invoicesfromsuppliers;(5)correspondence,Nov.28,2001,WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity,B.Controlling,ManagingtheriskfactorsoftheprojectManagingthechangestotheprojectManagingtheissuesandproblemsduringtheprojectTrackingthetechnicalperformanceoftheproject-schedule,qualityTrackingthefinancialperformanceoftheprojectTrackingthesuppliersperformanceagainsttheircontractTrackingtheclientsatisfactionManagingthemoraleoftheprojectteam,Nov.28,2001,WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity,Whyhaveaprojectmanager,Projectmanagersvalue-enhancetheprobabilityofaproject:-withqualityproducts-thatisonschedule-thatcompleteswithinbudget-withasatisfiedclient-thatleadstofollow-onbusiness,Nov.28,2001,WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity,Howdoyoudoit,1.FollowdefinedprocessesthatenableyoutoPLANandMANAGEtheproject2.IdentifytheSKILLSrequiredforagoodprojectmanager:matchthosewiththeonesyoupossess;developmissingskills3.GAINEXPERIENCE,doitinsmallsteps:gofromasmallprojecttoalargeroneandsoonuntilyouaremanaginglargemulti-yearcomplexprojects.,Nov.28,2001,WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity,1.FollowdefinedprocessesthatenableyoutoPLANandMANAGEtheproject,1).PlanningProcessesDevelopaWorkBreakdownStructure(WBS)-includeitemstocontainriskDevelopthenetworkEstimatecostThedocumentusuallycontainstheprojectedcosts(todevelopandrun),andthebusinessbenefitthatthesponsorisdeliveringtothesponsoringorg.,Nov.28,2001,WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity,Summary,AprojectmanagerisafulltimejobThejobhasmanyresponsibilities:.WiththemanyresponsibilitiesalsocomesmanyrewardsTheroleofprojectmanageristhekeytothesuccessofaprojectMostprojectsfailnotbecauseoftechnicalreasonsbutbecauseofalackofprojectmanagement,Nov.28,2001,WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity,Nov.28,2001,WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity,III.RolesoftheProjectTeam,Nov.28,2001,WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity,Objectives,DescribetheprojectorganizationIdentifyprojectteammembersandtheirresponsibilitiesIdentifyprojectmanagementresponsibilities,Nov.28,2001,WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity,Nov.28,2001,WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity,InformationServices(IS)Management,OverseetheprogressoftheprojectScheduleCostUsersatisfactionProjectmanagementsupportgroups,Nov.28,2001,WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity,ISManagement-SupportGroups,ProjectAssuranceLegalUserorganizationsTechnicalProductSafetyOtherinternalorganizationsOtherexternalorganizations,Nov.28,2001,WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity,UserProjectManager,Providesinformation,data,decisionsandapprovalstotheprojectteamMonitorsandreportsonprogresstoupperusermanagementHelpsresolveprojectissuesParticipatesinprojectteamMonitorsandreportsonprogresstoupperusermanagementHelpsresolveprojectissuesParticipatesinprojectstatusmeetingsWiththeProjectManager,administerstheprojectchangecontrolprocedureHelpsresolvesdeviationsfromprojectplans,Nov.28,2001,WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity,ProjectManager,OverallprojectresponsibilityEstablishesprojectworkplans,estimatesandschedulesEstablishesprojectstaffingrequirementsEstablishesprojecttrainingrequirementsConductsprojectplanningandprojectstatusmeetingsTracksandreportsprojectprogress,includingschedulesandworkproductsTakescorrectiveactionwhenneeded,Nov.28,2001,WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity,ProjectManager,PreparesanddeliversprojectstatusreportsEstablishesandadministersthechangecontrolprocedurePreparesandmakespresentationsatprojectreviewsInterfaceswiththeUserProjectManagerandobtainsagreementwhennecessary,Nov.28,2001,WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity,SystemArchitect,AssiststheProjectManagerindefining,estimatingandplanningtasksCoordinatesdevelopmentofinterfacesbetweenotherteams,applications,systems,etc.ParticipatesindatabasedesignandtechnicalreviewsPreparesprojectproceduresProvidestechnicalguidancetoteammembers,Nov.28,2001,WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity,SystemArchitect,Establishesguidelines,standardsandproceduresforformatandcontentofworkproducts(e.g.,reviewsworkproductsproducedbyteammembers)Coordinateswalk-throughanduserreviewmeetingsEvaluatesanddevelopsestimatesforprojectchangerequests,Nov.28,2001,WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity,Systemarchitect,ParticipatesinstatusmeetingsandprojectreviewsResolvestechnicalissuesParticipatesintechnicaldesignreviewsProvidesinputstotestplanReviewssystemtestcasesforcompletenessandaccuracySelectivelyreviewstestresultstoensurethequalityoftesting,Nov.28,2001,WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity,Projectlibrarian,MaintainstheprojectdocumentslibraryandlogsMaintainsthecorrespondencefilesMayassistwiththeentryofweeklyinputintotheprojecttrackingsystemAssistswithclericalsupportKeyparticipantwithinprojectcontroloffice(PCO),Nov.28,2001,WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity,Testcoordinator,Preparesthetestplan,includingguidelinesforpreparationof:functionlisttestscriptstestcasestestdataEstablishesthesystemtestsoftwareenvironmentandproceduresMonitorstherunningandreviewoftestcases,Nov.28,2001,WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity,Testcoordinator,MonitorsthedevelopmentofthesystemtestfunctionlistforaccuracyandcompletenessCoordinatesandprovidesguidancetotheUserAnalystsinthepreparationof:testscriptstestcasestestdataexpectedtestresultsMaintainsproblemreportsandproblemlog,Nov.28,2001,WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity,Testcoordinator,FollowsuponproblemsreportedtoensurethatproblemsarebeingfixedwithintheestablishedtimeperiodCommunicatesmajorproblemsandsolutionstoallprojectteammembersMaintainsthesystemtestprogressreport,tracksandreportsteststatus,Nov.28,2001,WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity,Teamleader(1),AssiststheprojectmanagerandsystemarchitectindefiningandestimatingtasksforprojectplanDefines,estimatesandassignstaskstoteammembersPlans,tracksandreportstheteamsprogressagainstschedulesProvidestechnicalleadershiptoteammemberParticipatesinuserreviewmeetings,Nov.28,2001,WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity,Teamleader(2),Withthesystemarchitect,evaluatesprojectchangerequestHasprimaryresponsibilityfortheproblemandissuesprocessParticipatesinprojectreviewsActastheprimarycontactwithtechnicalsupportpersonnelReviewstheteammembersworkproducts,andparticipatesinwalkthroughs,Nov.28,2001,WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity,Teammember(1),AssiststheteamleaderindefiningandestimatingtasksDocumentsrequirementsandpreparesassignedpartsoftheRequirements,ExternalandinternaldesignreportsaccordingtoestablishedguidelinesPreparestestcases,scriptsanddataaccordingtothetestplanConductssystemtestaccordingthetestplan,Nov.28,2001,WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity,Teammember(2),ReviewssystemtestresultsaccordingtothetestplanPreparesassignedportionsoftheusermanualaccordingtotheUserManualguidelinesPreparesusertrainingmaterialsand“trainingthetrainer”accordingtotheUserTrainingguidelinePlans,schedulesandconductswalkthrusofotherteammembersworkproducts,Nov.28,2001,WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity,Teammembers(3),NotifiestheteamleaderofallapparentchangeswhichmightrequirechangecontrolReportsprogressagainsttheplanonaweeklybasis:hoursestimatetocompleteeachtaskotherkeyfactorsthatmayeffectthescheduleCodesofsoftwareproductsInstallssoftwareproducts,Nov.28,2001,WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity,Teammember(4),InstallhardwareproductsTestssoftwareandhardwareproductsaccordingtotheestablishedguidelines,Nov.28,2001,WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity,Projectexecutive,SamegeneralresponsibilitiesasProjectmanager,butatamuchhigherlevelHighlevelbusinessmanager,Nov.28,2001,WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity,UserVP,SamegeneralresponsibilitiesastheUserProjectManager,butatamuchhigherlevelInterfacetotheProjectExecutive,Nov.28,2001,WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity,ProjectControloffice,MaintainskeyprojectdocumentationlibraryandlogsEnterstheweeklyinputintotheprojecttrackingsystemAssists/maintainsheoverallprojectplansAssistswithprojectreviewpreparationtracks/controlsalldocumentationnecessaryfortheproject,Nov.28,2001,WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity,Nov.28,2001,WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity,Summary,DefinetheprojectorganizationduringtheprojectobjectivesdefinitionphaseDocumenttheuserresponsibilitiesduringtheprojectobjectivedefinitionphaseCompleteaPositionDescriptionforeachindividualontheproject,Nov.28,2001,WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity,IV.Teambuilding,Nov.28,2001,WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity,Teambuilding,Howdoyouselectprojectmembers?Whatdoyoulookforinaprospectiveprojectmember?Hoaprojectteam?,Nov.28,2001,WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity,Selectionofprojectteam,SpecificationofskillsrequiredResourcepool:yourdepartment,user,subcontractoravailable?Qualified?AssessmentprocessYourpersonnelUserpersonnelSubcontractorpersonnel,Nov.28,2001,WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity,Teamintroduction,LeadpositionsTaskassignmentsindividualgroup,Nov.28,2001,WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity,Userpersonnel,SelectionprocessresponsibilityassistanceTrackingproductivityPerceptionofassignmentUserorganizationdepartmentheadexecutive,Nov.28,2001,WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity,Teambuildingfactors,Education/orientationtotalteamyourpeopleuserpeopleFacilitiessmoking/non-smokingterminalstelephonestravel/parking,Nov.28,2001,WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity,Projectpeople,Stakeholders:seefig.,Nov.28,2001,WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity,Yourteaminterviews,SkillsIndependentSelf-reliantGoalorientedPositiveattitude,Nov.28,2001,WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity,Teamselection,ExperienceCapabilityAvailabilityAlso:personalitygroupinteractiondesiresandgoals,Nov.28,2001,WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity,Maintainingmorale,Moraleboosters:luncheons,activitiesMoraleproblemspersonnelconflictstravel/parkingunusualworkingconditionstechnicalincompetencyexpectation,Nov.28,2001,WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity,Developingskills,Formaleducation-scheduleitO-J-Topportunities-makethem.,Nov.28,2001,WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity,Summary,Aprojectteamconsistsofmanypeopleofvaryingbackgroundwithvaryinggoalswithvaryingskilllevelswithacommongoal/objective,Nov.28,2001,WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity,YoumustmanageEXPECTATIONbyunderstandingbynegotiatingbyprovidingopportunitiesbycommunicatingfromthebeginningagreementwithallparties,Nov.28,2001,WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity,V.ProjectInitiation:meeting/orientation,Nov.28,2001,WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity,Objectives,DescribethepurposeoftheprojectKick-offmeetingIdentifytypicalmeetingagendaandparticipants,Nov.28,2001,WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity,ActivitiespriortoProjectKick-offMeeting,ReviewprojectdocumentationHoldinitialmeetingwithuserprojectmanger-identifykeyissues/areasofconcernEstablishprojectworkplanDevelopstaffingplanandprojectteamorg.DevelopprojectteamsworkenvironmentPrepareteamorientationpackages,Nov.28,2001,WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity,Projectkick-offmeeting,PreparedandpresentedbyPMWithin2-3weeksofprojectstartAttendees:executivesponsoroftheprojectuserprojectmanageruserdepartmentheadI/Smanagerprojectteam,Nov.28,2001,WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity,Kick-offmeetingobjectives,InitiatecommunicationsDevelopunderstandingGainagreementEstablishyourroleasaprofessionalmanagerandbusinessperson