HP公司项目管理培训资料-英文版(ppt 59页).ppt

WORLD-WIDEPROJECTMANAGEMENTMETHODOLOGYFocusPM,ApplyingFocusPMforNon-ProjectManagers,TodaysTopicsProjectManagementInitiativeHistoryofDevelopmentContentandStrategyRequiredinputstoFocusPMKeyBusinessPointsMethodologyOverviewBenefitsofFocusPMWhychooseHP?,CurrentState,ThesizeandcomplexityofsolutionprojectshavebeenconsistentlygrowingDifferentresultwhiledeliveredbydifferentPM(evenexcellent)ProjectManagersusemethodologiesinconsistentlyBestpracticesarenotcaptured,shared,orreusedTheProjectManagersrole,responsibilityandauthorityarenotclearlydefinedClientdissatisfactionandlowprofitabilityareissuesinmanyprojects,FutureState,ProjectsareamajorcontributortoourprofitabilityClientsperceiveourProjectManagementasoneofHPscompetitiveadvantagesTheProjectManagerisperceivedasahighlydesiredjobwithinHPwithclearauthorityandresponsibilitytomakeprojectsasuccessUsingasingleglobalmethodologyandtoolscontributetosuccessfulprojectsKnowledgecaptureandreusegreatlyincreasetheeffectivenessofourProjectManagers,ProjectManagementInitiative,Objective2:Clearlydefineroleandauthorityaswellasmeasures,rewards,andscopingofProjectManagers,Objective3:RapidlyenhanceourProjectManagementcapabilitythroughdevelopmentandhiring,Objective1:EnabletheimplementationofaconsistentProjectManagementmethodologyworld-wide,RoleofProjectManager,Responsibleforprofitability(scope/terms&conditions/cost/schedule)ofprojectKeyroleinsellingprocess-qualifyingprojectandrecommendingGO/NOGOAssessesandmanagesriskduringsellinganddeliveryprocessManagesprojectteamduringtheprojectManagesrelationshipbetweenclientsandHP/partners/subcontractorsMajorrelationshipwithCBM,CBL&PrincipalConsultantinpre-salesDrivesthesuccessoftheproject,PMsareEmpoweredto:,HavesoleaccountabilityforprofitabilityofprojectsHaveamajorresponsibilityinthesellingprocessHaveauthoritytobetheonlymanagerofprojectdeliveryHaveauthoritytobethemajorinterfacetoclientduringtheprojectDoesNOTmeanthatProjectManageristhemostimportantpersonforprojectsuccess-entireHPTeamisimportantforprojectsuccess,WORLD-WIDEPROJECTMANAGEMENTMETHODOLOGYFocusPM,HistoryofDevelopment,ProjectManagersaskedforamoreprofessionalmethodologyforplanningandimplementingprojectsBasedonpreviousprinciple(CPLC)&HPbestpracticesNovember1996initialstrategy,January1998FinalReviewWWReviewTeam,ComparedtoPreviousMethodology,IsconsistentwiththeProjectManagementInstitutes(PMI&Prince2standards)IncorporatesHPbestpracticesProvidesrigoranddetailintheplanningphasesIncludesarobusttoolkitintheplanningandimplementationphasesMeetstheneedofProjectManagerstomanageincreasinglylargerandmorecomplexprojects,BenefitsofFocusPM,ImprovedHPbottomlinebycuttinglossesonprojectsEnsuresconsistentworld-wideapproachtoclientprojects(willbeusedbyHPC,ISBU,andOSD)DevelopedunderleadershipofglobalHPC/ISBUSteeringCommitteeIncorporatesWWHPC/ISBUbestpracticesandindustrystandardProjectManagementmethodsandterminology(PMIandPrince2)Canbeusedforanytypeofproject(Scaleable)Providesafullsetofforms,toolsandtemplatesIncludesarigorousprocessforassessing/managingrisk,ComponentsofFocusPM,KeyStrategies,ConsistentqualitycriteriaandmeasuresKnowledgesharingandre-use(ProjectSnapshots)Sequenceofactivitiesandtasks(BidPlan,Design,Plan,Propose,Negotiate)PMprocessmeasurementsbyphase,i.e.,QualityReviewsQualityreviews-processandcontent(localprocess)PMMethodologyforProjectManagersScaleable:Useonallprojects,ReviewCriteriaforeachTool/OutputQualityreviewsineachFocusPMPhaseandActivity,QualityinFocusPM,FocusPM:ScaleableforAllProjects,Verylarge,complexproject,Smallproject,Medium-sizedproject,How?,MethodologyStructureofFocusPM,Phase,Activity,Task,Process,Output*(Tools),Input,*DontconfuseOutputwithClientDeliverables,FocusPMMethodologyOverview,2.1PrepareTechnicalSolution2.2DevelopProjectScopeStatementandWBS2.3DevelopProjectSchedule2.4EstablishProjectResourceRequirements2.5DevelopProjectRiskManagementPlan2.6DevelopAdditionalPreliminaryProjectPlans2.7DevelopProjectBudget2.8ResolveInconsistenciesinProjectPlan2.9PerformProjectPlanQualityReview2.10PrepareandPresentClientProposal2.11PerformPlanningandProposalQualityReview,Activities,3.1ReachAgreementonProposal3.2ProduceFinalProposalandProjectBaseline3.3CompleteContract3.4PerformSelectionQualityReview,Activities,4.1StartUpProject4.2ConductProjectControlProjectPlanExecutionScheduleTrackingandControlFinancialTrackingandControlHumanResourcesMgt.CommunicationsMgt.QualityControlRiskManagementChangeControlConfigurationMgt.ContractandProcurementMgt.4.3ImplementSolutionManagetotheProjectPlanProjectTeamsClientExpectationsProjectDeliverablesPerformClientAcceptanceTransfertoWarrantyandSupport4.4CloseProjectImplementation4.5PerformImplementationQualityReview,Activities,5.1FulfilWarrantyCommitments5.2PerformWarrantyQualityReview,Activities,6.1InitiatePost-WarrantySupportServices6.2PerformSupportQualityReview,Activities,1.1AppointProjectManager1.2EstimateBidEffortofEngagement1.3PerformQualityReviewofEngagement1.4RequestAuthorisationtoBid,Activities,RequiredInputs(FromPrincipalConsultants,SolutionConsultants),ImprovedWinRatioandRepeatableBusiness,FocusPMMethodology,LocalAuthorisationFormOpportunityInvestigation(AO,SBC,etc.)RequestforProposal(RFP)InvitationtoQuote(ITQ)SignedRiskOpportunityandAnalysisModel(ROAM),ITWILLCHANGETHEWAYWEDOBUSINESS-JimSherriffFollowingFocusPMismandatoryforPMsTheProjectPlancontentisusedintheproposalPlanningcomponents(DesignandProjectPlan)canbedeliverabletemplatesinaconsultingprojectHPsservicemethodologies(fromFOIs)areincludedinthedevelopmentoftheWBSTheProjectPlanisthebasisforthecontractandbecomestheAddendumtothecontract-(NottheProposal)NewRolesandResponsibilitiesforPMsandothersScalability-allactivitiesandtasksrequired,KeyBusinessPoints,Ifrequiredresourcesarenotavailable,PMescalatestheissuesandstopstheproject-Reschedulingoccursuponstart-upCheckpointsintheFocusPMBidPlanrequiremanagementapprovalbeforeproceeding,BidPlan-PresalesProjectPlan-ImplementationProposal-SubmissionClientnegotiatedproposalchangesScopechanges,KeyBusinessPoints,(Continued),TheProjectManagerisresponsiblefor,leadingthedeliveryoflargeintegratesolutionandforkeystepsinthesaleofsolutionoverallprojectplan,budget,schedule,staffing.overallriskmanagementandprofitabilitymakingarecommendationtomanagement(GO/NOGOdecision)effectivelyapplyingtheFocusPMMethodologytosolutionproject,isthesinglepointofcontactwithclientistheBusinessManagerfortheprojectisaccountablefortheagreed-uponmarginfortheprojectmanagesallpeopleresourcesontheprojectisaccountabletoSeniorManagermusthaveallchangecontrolrequestsapprovedbyHPManagementandClientprovidesperformancefeedbackonallprojectteammembersatmajormilestonesandprojectclose-out-alignedwithHPConsultingCouseleeReviewProcess,DuringtheProject,theProjectManager,FocusPMMethodologyOverview,2.1PrepareTechnicalSolution2.2DevelopProjectScopeStatementandWBS2.3DevelopProjectSchedule2.4EstablishProjectResourceRequirements2.5DevelopProjectRiskManagementPlan2.6DevelopAdditionalPreliminaryProjectPlans2.7DevelopProjectBudget2.8ResolveInconsistenciesinProjectPlan2.9PerformProjectPlanQualityReview2.10PrepareandPresentClientProposal2.11PerformPlanningandProposalQualityReview,Activities,3.1ReachAgreementonProposal3.2ProduceFinalProposalandProjectBaseline3.3CompleteContract3.4PerformSelectionQualityReview,Activities,4.1StartUpProject4.2ConductProjectControlProjectPlanExecutionScheduleTrackingandControlFinancialTrackingandControlHumanResourcesMgt.CommunicationsMgt.QualityControlRiskManagementChangeControlConfigurationMgt.ContractandProcurementMgt.4.3ImplementSolutionManagetotheProjectPlanProjectTeamsClientExpectationsProjectDeliverablesPerformClientAcceptanceTransfertoWarrantyandSupport4.4CloseProjectImplementation4.5PerformImplementationQualityReview,Activities,5.1FulfilWarrantyCommitments5.2PerformWarrantyQualityReview,Activities,6.1InitiatePost-WarrantySupportServices6.2PerformSupportQualityReview,Activities,1.1AppointProjectManager1.2EstimateBidEffortofEngagement1.3PerformQualityReviewofEngagement1.4RequestAuthorisationtoBid,Activities,KeyDecision:-HPsResponsetoClient,InputLocalAuthorisationFormOpportunityInvestigationRequestforProposal(RFP)InvitationtoQuote(ITQ)RiskandOpportunityAnalysisModel(ROAM),OutputProjectManagerAppointmentClientRequirementsProjectMissionandObjectivesBidPlanBidQualityReviewLocalAuthorisationForm,1.0InitiationPhase-Overview,Objective:ManageHPsopportunitycost,KeyDecision:-HPsResponsetoClient,1.1AppointProjectManager,1.2EstimateBIDEffort,1.3PerformQualityReviewofEngagement,1.4RequestAuthorisationtoBid,EngagementOpportunity,PlanningandProposal,Activity1.1AppointProjectManager,Task1.1.1SelectProjectManager,Task1.1.3ReviewProjectRequirements,Task1.1.2EstablishProjectFile,LocalAuthorisationFormOpportunityInvestigationRequestforProposal(RFP)orInvitationtoQuote(ITQ)Risk&OpportunityAnalysisModel(ROAM)HPCForm,1.1.1ProjectManagerEngagementPMT5200LetterandProjectCharter,1.1.2ProjectFilePMC1250,1.1.3ClientRequirementsPMT1080,1.1.2ProjectFile-EstablishedPMC1250,1.1.1ProjectManagerEngagementPMT5200LetterandProjectCharter,Input,OutputTools,1.0InitiationPhase,ProjectFileinInitiationPhase,1.1AppointProjectManager,1.2EstimateBIDEffort,1.3PerformQualityReviewofEngagement,1.4RequestAuthorisationtoBid,EngagementOpportunity,PlanningandProposal,Activity1.2EstimateBidEffort,Task1.2.1CompleteProjectMissionandObjectives,Task1.2.2DevelopBidPlan,1.1.3ClientRequirementsPMF1080,1.1.3ClientRequirementsPMF10801.2.1ProjectMissionandObjectivesPMT1100,1.2.2BidPlanPMT1200,1.2.1ProjectMissionandObjectivesPMT1100,Input,OutputTools,1.0InitiationPhase,1.1AppointProjectManager,1.2EstimateBIDEffort,1.3PerformQualityReviewofEngagement,1.4RequestAuthorisationtoBid,EngagementOpportunity,PlanningandProposal,Activity1.3PerformQualityReviewofEngagement,Input,OutputTools,Task1.3.1ReviewProjectDocumentation,Task1.3.2PerformQualityReview,1.1.2ProjectFilePMC12501.1.3ClientRequirementsPMF10801.2.1ProjectMissionandObjectivesPMT11001.2.2BidPlanPMT1200,1.1.2ProjectFilePMC12501.2.1ProjectMissionandObjectivesPMT11001.2.2BidPlanPMT1200,1.3.2QualityReview-MinutesPMF6051,1.3.1DocumentationReview,1.0InitiationPhase,1.1AppointProjectManager,1.2EstimateBIDEffort,1.3PerformQualityReviewofEngagement,1.4RequestAuthorizationtoBid,EngagementOpportunity,PlanningandProposal,Activity1.4RequestAuthorizationtoBid,Task1.4.1PresentRecommendationforApproval,Task1.4.3EstablishBidTeam,Task1.4.2UpdateProjectFile,1.2.1ProjectMissionandObjectivesPMT11001.2.2BidPlanPMT12001.3.2QualityReview-MinutesPMF6051,1.1.2ProjectFilePMC12501.4.1LocalAuthorisation,1.2.2BidPlanPMT12001.4.1LocalAuthorisation,1.4.3Internal/ExternalResources-BidTeamPMF5100,1.4.2ProjectFile-UpdatedPMC1250,1.4.1LocalAuthorisation,Input,OutputTools,1.0InitiationPhase,HighlightsofInitiationPhase,ProjectMissionandObjectiveProjectBackgroundProjectObjective(Client)CriticalSuccessFactorExclusionsKeymilestonesConstrainHPObjectives,RiskManagementbeginsintheInitiationPhaseandcontinuesthroughouttheotherphases:SalesteamcompletesRiskandOpportunityAnalysisModel(ROAM)StressesvalueofformalizedriskassessmentprocessversusgutfeelingStressescontrolandprofitability,Gooddecision:Improvedwin/lossratioNobadprojects!,HighlightsofInitiationPhase(Continued),TheProjectManager:IsassignedearlyintheprocessReviewssalesinformationonclientandprojectCreatesProjectMissionandObjectivesDevelopsBidPlanRecommendsnextstepMayhaveanadditionalprojectreviewwithclient,HighlightsofInitiationPhase,(Continued),AsinputtoPhase1,theSalesTeam:DevelopssalesvisionConductsclientevaluationQualifiestheClient:-Findsassurancesthatclientcanaffordthesolution-DetermineswhetherclientvisioniscompatiblewithHPmissionDevelopsinitialriskanalysis(ROAM),HighlightsofInitiationPhase,(Continued),1outof10projectsprogressfromInitiationPhasetoPlanningandProposalPhase3outof4projectsinthePlanningandProposalPhaseprogresstotheSelectionPhase4outof5projectsintheSelectionPhaseprogresstotheImplementationPhase,SuccessStory:UKHPConsulting,OverviewofInitiationPhase,KeyDecisions,ReviewPoints,SelectionofProjectManager(1.1.1),BidRecommendation(1.4.1),QualityReviewofEngagement(1.3),InputApprovedBidPlanLocalAuthorisationFormClientInformationClientRequirementsProjectInformationServiceMethodologies,OutputSolutionDesignScopeofWorkProjectPlan(IncludingRiskPlan,SupportPlan,andWarrantyPlan)ProjectFileLocalPricingWorksheetClientProposalLocalAuthorisationFormProjectPlan/ProposalQualityReview,Objective:Designsolution,developprojectplan,andpresentawinningproposal,2.0PlanningandProposalPhase-Overview,KeyDecisions:-Design-MOCInclusions-Risk-Scope-ProjectPlan-ERP,2.2DevelopProjectScopeStatement+WBS,2.3DevelopProjectSchedule,2.4EstablishProjectResourceRequirements,2.5DevelopProjectRiskManagementPlan,InitiationPhase,PlanningandProposal(continuedPart2),Activity2.1PrepareTechnicalSolution,Task2.1.1ReviewClientRequirements,Task2.1.7DetermineServiceMethodologiesandKnowledgeforReuse,Task2.1.2EvaluateManagementofChange,2.1.2ClientRequirements-ManagementofChangePMF1080,1.2.1ProjectMissionandObjectivesPMT11001.2.2BidPlanPMT12002.1.3ClientRequirementsPMF1080,1.2.1ProjectMissionandObjectivesPMT11002.1.3ClientRequirementsPMF10802.1.4Internal/ExternalResources-ThirdPartyPMF51002.1.5Internal/ExternalResources-SubcontractorPMF5100,2.1.5Internal/ExternalResources-SubcontractorPMF51002.1.5SubcontractorQualificationPMT5600,2.1.4Internal/ExternalResources-ThirdPartyPMF5100,2.1.2ClientRequirements-ManagementofChangePMF1080,Input,OutputTools,2.1PrepareTechnicalSolution,1.2.1ProjectMissionandObjectivesPMT11001.2.2BidPlanPMT12002.1.3ClientRequirementsPMF1080,1.1.3ClientRequirementsPMF10801.2.1ProjectMissionandObjectivesPMT11001.2.2BidPlanPMT1200,2.1.3ClientRequirementsPMF10802.1.4Internal/ExternalResources-ThirdPartyPMF51002.1.5Internal/ExternalResources-SubcontractorPMF51002.1.6ProjectMissionandObjectivesPMT1100,Task2.1.3ReviewwithClient,Task2.1.4SelectThird-PartyProductsandServices,Task2.1.5SelectSubcontractor,Task2.1.6UpdateProjectMissionandObjectives,Task2.1.8DesignClientSolution,2.1.3ClientRequirements-ReviewedPMF1080,2.1.1ClientRequirements-SolutionRequirementsPMF1080,2.1.7ServiceMethodologiesPMF1300,2.1.6ProjectMissionandObjectivesPMT1100,2.1.8SolutionDesignPMT1350,2.1.7ServiceMethodologiesPMF1300,2.1PrepareTechnicalSolution,2.2DevelopProjectScopeStatementandWBS,ConcisedefinitionoftheprojectobjectivesOverviewoftheendproduct,service,orsystemdeliverablesDetaileddescriptionofthesize,type,quantityandotherpertinentcharacteristicsofdeliverablecomponentsSolutionDesignoverviewProjectMilestonesDefinitionofHPandclientresponsibilitiesWarrantyandsupportrequirementsProjectexclusionsDescriptionofscopechangeprocess,2.2.4DevelopWorkBreakdownStructure,ClearlydefinedintermsofqualityAlignedwithoneresourceorresourcegroupEstimatedandtrackedcostandtimeline,2.3DevelopProjectSchedule,EffortandDurationestimatesconsistofthetimeavailabletocompletethetaskandtheresourcesrequiredtocompletethetaskwithintheavailabletimeframe.,Taskdependenciesestablishtherelationshipbetweentasks.TheycanincludeSF-StarttoFinish,SS-StarttoStart,FF-FinishtoFinishandFS-FinishtoStart.LeadandLagrelationshipsarecommon.,Milestonesrepresentsignificanteventsintheprojectlifecycle.,Effort/Duration,TaskDependencies,Milestones,2.4EstablishProjectResourceRequirement,Theresourceplancontains:ResourceSummaryOrganizationalStructureHumanResourcePlanPerformancemanagementPracticesTransfertoWarrantyProvisionsMobilizationPlanReference,2.5DevelopProjectRiskManagementPlan,IdentifyProjectRiskTechnicalChallengesLegalIssuesProjectScheduleRegulatoryIssueProjectBudgetMarketActionRiskAssessmentSummary,2.6DevelopAdditionalPreliminaryProjectPlan,QualityPlanDeliveryPlanAcceptancePlanTestingplanAcceptanceCriteriaandProceduresCommunicationManagementPlanWarrantandSupportPlan,2.7DevelopProjectBudget,DevelopHumanResourceCostEstimateMateriaksandSuppliesDevelopMobilizationCostsIncorporsteRiskmanagementCostsEstablishManagementReserveDefineClientValueEstablishSolutionPrice,2.9PerformQualityReview,HavetheclientrequirementsbeenadequatelyaddresssedinSolutiondesign?HastheProjectPlanidentifiedalloftheworkpackagesandresourcesrequiredfordeliveringthesolution?Doestheprojectorganisationprovidethenecessarylevelofsupportandcontrol?Istheprojecttimelineadequateforthescopeofwork?HavealloftheprojectcostsbeenidentifiedandaccuratelyestimatedHavealloftheprojectriskfactorsbeenidentified,InputProposalProjectPlanRiskManagementPlan,OutputFinalProjectPlanandSolutionProposalProjectBaselineClosetheDeal(ContractSigned)ProjectSnapshot,Objective:WinclientbusinessinsupportofHPsbusinessobjectives,3.0SelectionPhase-Overview,KeyDecisions:-HPsResponsetochanges-ContractT&Cs,InputScopeofWorkProjectPlanClientContractProjectFile,OutputProjectTrackingandControlImplementedSolutionInvoicesClientAcceptanceofSolutionClientEvaluationofHPProjectSnapshot,Objective:Deliverprojectwithintime,budget,andscopewhilemaximisingclientsatisfaction,4.0ImplementationPhase-Overview,KeyDecisions:-Performance-Risk-Acceptance-Changes,InputImplementedSolutionWarrantyPlanProjectPlanContractPost-ImplementationReport,OutputProjectCloseoutWarrantyServicesDeliveredCloseoutReportTransitiontoAppropriateSupport,Objective:Providewarrantysupporttoclientssatisfaction,5.0WarrantyPhase-Overview,InputSupportPlanClientContractPost-ImplementationReport,OutputAppropriateDocumentsTransitionedSupportServicesDelivered,Objective:Providecontractedsupportservicestoclientssatisfaction,6.0SupportPhase-Overview,HowdoesFocusPMBenefittheProjectManager?,EnablesTeamingduringsellingprocessEncouragesjointdecisionmakingSinglepointofcontactthroughoutengagementReducedstart-uptimeReducedcostofs