美国PMI高级专家的项目管理ppt课件

1、Project Management,Donya He June, 2002,Lecture Objective,Gain fast-track approach to project management (PM). Learn why Achievement-driven PM is important. Learn essential steps in setting up projects; scheduling work; monitoring progress; exercising control to achieve desired project results. Learn

2、 Best Practices by Experts to meet critical performance, cost, and schedule targets. Case study,Project Management Overview,Why need PM? Competition is rapidly becoming time-based and cost based. To gain competitive edge need “faster”, “cheaper” and “better”.,Project Failures,Per Standish Group, onl

3、y 17% of all software projects in U.S. meet targets. 50% of the projects need to change targets (late, over spent) The rest 33% have to be canceled. 83% of all SW projects get into trouble. In U.S., $250 billion spent on SW development per year, $80 billion lost on canceled projects.,PM Definition,“

4、The planning, monitoring and control of all aspects of a project and the motivation of all those involved in it to achieve the project objectives on time and to the specified cost, quality and performance.”,Making the Vision Work with Project Management,Project Management The key to excellent Projec

5、t Performance Team Work The key to successful Project Management,PCST: Performance, Cost, Scope, Time,C = f (P, T, S),C,P,S,T,You Cant Have It All,A Very Practical Rule of PM: The sponsor can assign values to any 3 variables but not all 4. The Project Manager must determine the 4th variable.,Appropr

6、iate Project Life Cycle,Definition,Planning,Execution,Closeout,Concept,Effort Expended in Planning,Problem Statement,The way defines a problem determines how youll solve it! Do not want the “Right solution to the Wrong problem”. Lessons Learned Spent the effort and time in defining the problem, deve

7、loping vision and writing mission statement.,Three Components to Planning,Strategy Tactics Logistics,The Steps in Managing a Project,Define the Problem,Plan the Project,Develop Solution Options,Monitor all players have equal access, can be large in scale. I.e. building construction, utility projects

8、. Type B Medium-tech (mix of established incorporate exploratory development and non-existing technology development during project execution. I.e., Moon landing, star wars.,Program/Project Management Scope and Complexity,Level 1 Assembly (Simple Project), relates to a collection of components and m

9、odules combined into a single unit. Example - a computers display. Level 2 System (Complex Project), consists of a complex collection of interactive elements and subsystems within a single product, jointly perform a range of independent functions to meet a specific operational need. Examples - a com

10、puter work station, a radar system. Level 3 Array (Program). a series of related projects designed to accomplish broad goals and to which the individual projects contribute. Examples - a national communication network, a city.,Success Categories and Characteristics of Various Project Types,Efficienc

11、y,Critical,Important,Overruns acceptable,Overruns most likely,Impact on Customer,Standard product,Functional product with added value,Significantly improved capabilities,Quantum leap in effectiveness,DirectContribution,Reasonable profit,Profit.Return on investment,High profits.Market share,High, Mar

12、ket leader,FutureOpportunity,Almost none,Gain additionalcapabilities,New product line.New markets,Leadership,Project Management for the New Millennium,Project management excellence is vital for the future advancement and prosperity of a nation. It is essential to enhance program and project organiza

13、tional effectiveness, efficiency and success. Management as a profession is starting gain recognition. No widely held standard of competency or standards with which practitioners really do comply.,General Personality Characteristics Suited to Successful Project Management Work,Four Project Leader Pr

14、ofiles,The Explorer - visionary; leader, constantly search for opportunities and improvements; good at networking and selling. The Driver - action-oriented; pragmatic; realistic, resourceful and resolute. Focus on mission well planned and self-disciplined. The Coordinator - ensure that team issues a

15、re discussed and resolved to mutual satisfaction. The Administrator - recognize the need for stability, optimize productivity through maximizing repetition to the extent possible.,Six Sigma,What is it? A highly disciplined process that helps us focus on developing and delivering near-perfect product

16、s closed-loop process eliminates unproductive steps, often focuses on new measurements, and applies technology for improvement. Six Sigma A vision of quality which equates with only 3.4 defects per million opportunities for each product or service transaction. Strives for perfection. Tree Diagram Gr

17、aphically shows any broad goal broken into different levels of detailed actions. It encourages team members to expand their thinking when creating solutions.,Case Study,The National Software Quality Experiment has been conducted every year since 1992 with the following observations that recur year a

18、fter year.,Common Problems with “All” Software Projects,Principles of an Agile PM Method,Assume Simplicity find the simplest solution that is of value Embrace Change requirements evolve over time Enabling The Next Effort control the scope Incremental Change Managing incremental changes requires disc

19、ipline and resources. Without discipline and resources chaos will occur. Maximize Stakeholder Value stakeholders get to say what is of value in the next release. The PMs role is then to deliver that value. Manage With A Purpose by creating artifacts that have stakeholder value. Identify who needs th

20、e artifact. Identify a purpose for creating the artifact. Multiple Project Views there is need for a wide range of presentation formats in order to effectively communicate with the stakeholders, participants, and service providers. These multiple view go beyond PERT and GANTT charts. Rapid Feedback

21、minimize the time between an action and the feedback. Working Software Is The Primary Goal not the production of extraneous documentation Travel Light Balance the effort in maintaining artifacts and their value.,Software Tools on PM,Enterprise Project-portfolio (EPM) Aligning people projects and organizational priorities. Reclaiming the wasted resource effort Management applied on work that adds n