有效的项目管理--在传统项目管理中如何计划.

1、Effective Project Management: Traditional, Agile, Extreme Presented by (facilitator name) Managing Complexity in the Face of Uncertainty Ch05: How to Plan a TPM Project Tools, templates, and processes to plan a project The importance of planning Using application software packages to plan projects P

2、lanning & conducting the Joint Project Planning Session (JPPS) Writing a Project Description Statement Building the Work Breakdown Structure (WBS) Estimating task duration Estimating resource requirements Estimating cost Constructing the project network diagram Writing an effective project proposal

3、Gaining approval to launch the project Summary of Chapter 5 Ch05: How to Plan a TPM Project Figure 05-01 The Pain Curve Good Planning Poor Planning Pain Time 18-36% Ch05: How to Plan a TPM Project Planning Reduces Uncertainty Planning Increases Understanding Planning Improves Efficiency The Importan

4、ce of Planning Ch05: How to Plan a TPM Project Yes Very large projects Distributed teams Extensive use of vendors and contractors No Small projects Short duration project increments Adds too much non-value-added work Frequent scope and requirements changes Using Software Packages to Plan a Project C

5、h05: How to Plan a TPM Project Sticky notes (assorted colors) Marking pens (assorted colors) Plenty of whiteboard space Project Planning Tools Ch05: How to Plan a TPM Project Task ID Unique task name Task duration Task labor Resource requirements Task manager ES, EF, LS, and LF (calculated values) C

6、ritical Path (calculated) Uses for Sticky Notes Ch05: How to Plan a TPM Project Define dependency relationships Identify the critical path Uses for Marking Pens Ch05: How to Plan a TPM Project Project Overview Statement Work Breakdown Structure Dependency Diagram Initial Project Schedule Final Proje

7、ct Schedule Resource Schedule Issues Log Updated Project Schedule Uses for the Whiteboard Ch05: How to Plan a TPM Project Very small projects day Small projects 1 day Medium projects 2 days Large projects3-4 days Very large projects? How Much Time Should Planning Take? Ch05: How to Plan a TPM Projec

8、t Attendees Facilities Equipment Agenda Deliverables Project Proposal The JPPS Meeting Components Ch05: How to Plan a TPM Project Facilitator Project manager Another project manager JPP consultant Technographer Core project team Client representative Resource managers Project champion Functional man

9、agers Process owner The JPPS Attendees Ch05: How to Plan a TPM Project Facilities Comfortable Away from interruptions (offsite or onsite) Breakout rooms? Equipment Breakout group work areas (table, chairs, flip charts) Whiteboards Projection equipment The JPPS Facilities & Equipment Ch05: How to Pla

10、n a TPM Project Session #1 Negotiate the COS or generate the RBS Session #2 Write the POS Session #3 Part 1: Kick-off Part 2: Working session The Complete JPPS Agenda Ch05: How to Plan a TPM Project Session #1Project Manager Client Session #2Project Manager Client Project Team (known members) Sessio

11、n #3Project Manager Entire Project Team Whos Involved in the Planning Process? Ch05: How to Plan a TPM Project Introduction of Sponsor Sponsor overview of the project and its importance to the company/division/department Introduction of the client co-project manager Introduction of the IT co-project

12、 manager Introduction of the core project team Introduction of the planning facilitation team (facilitator and technographer) The JPPS Agenda Session #3 Planning Kick-off Ch05: How to Plan a TPM Project Validation & prioritization of requirements Overview of the project planning approach to be taken

13、 Generation and validation of the WBS Estimate duration, labor, and resource requirements Creation of the dependency diagram Discuss critical path and project completion date Analysis and schedule compression as needed Identification of project risks and mitigation plans Planning team consensus on p

14、roject plan contents Adjournment JPPS Agenda Session #3 Working session Ch05: How to Plan a TPM Project Project Definition Statement Work Breakdown Structure Task duration estimates Resource requirements Project network schedule Task Schedule Resource assignments Project Notebook Project proposal Ba

15、ckground Objective Overview of approach to be taken Detailed statement of work Time and cost summary Appendices Planning Session Deliverables Ch05: How to Plan a TPM Project Same five parts as the POS A more detailed project definition from the teams perspective Several pages long To make sure the t

16、eam has a common understanding of what the project is all about Writing a Project Definition Statement Ch05: How to Plan a TPM Project The Role of the Client in the JPPS The client or their representative must be present. Validation of requirements and POS Prioritizing requirements (MoSCoW) Generati

17、ng and validating the WBS Commitment of resources from the client Agreement on the project plan Client must own the project plan Meaningful involvement by the client Ch05: How to Plan a TPM Project The Work Breakdown Structure (WBS) is a hierarchical description of all of the work that must be done

18、to meet the needs of the client. Definition of the WBS Ch05: How to Plan a TPM Project The RBS Figure 05-02 Ch05: How to Plan a TPM Project Figure 05-03Each activity stands for a decomposition of the WBS. Ch05: How to Plan a TPM Project Hierarchical visualization of the WBS Ch05: How to Plan a TPM P

19、roject Transition from RBS to WBS An Example Thought process tool Architectural design tool Planning tool Project status reporting tool Uses for the WBS? Ch05: How to Plan a TPM Project Converting the RBS to the WBS (Figure 5-2) Team Approach Subteam Approach Top-Down Approach Team Approach Subteam

20、Approach Bottom-Up Approach Which is best? When? Why? Generating the WBS Ch05: How to Plan a TPM Project Status and completion are measurable The activity is bounded The activity has a deliverable Time and cost are easily estimated Activity duration is within acceptable limits Work assignments are i

21、ndependent WBS Completion Criteria Ch05: How to Plan a TPM Project The client didnt participate in building the WBS like you expected. You have an uncomfortable feeling Scope change is likely to be a big part of the project Choose a PMLC model that accommodates frequent change WBS Completion Criteri

22、a The 7th criterion Ch05: How to Plan a TPM Project Stopping Before Completion Criteria Are Met Decomposing Beyond Completion of the Criteria Short duration projects High-risk activities Large duration variance WBS Completion Criteria Exceptions Ch05: How to Plan a TPM Project RBS is a subset of the

23、 WBS Figure 05-04 Project goal and solution Requirement 1 Function 1.1 Feature 1.2.1.1 Feature n.3.1 Sub-function 1.2.3 Requirement n Function 1.2 Function 1.3 Function n.1 Function n.2 Function n.3 Sub-function 1.2.2 Sub-function 1.2.1 Feature n.3.2 Feature n.3.3 Feature n.3.4 Feature 1.2.1.2 Featu

24、re 1.2.1.3 Feature 1.2.1.4 Activity 1.2.1.1.1 Task 1.2.1.1.3.3 Activity 1.2.1.1.2 Activity 1.2.1.1.3 Task 1.2.1.1.3.2 Task 1.2.1.1.3.1 Activity n.3.4.1 Task n.3.4.3.3 Activity n.3.4.2 Activity n.3.4.3 Task n.3.4.3.2 Task n.3.4.3.1 RBSWBS Ch05: How to Plan a TPM Project Noun-type Approaches Physical

25、components Functional components Verb-type Approaches Design-build-test-implement Objectives Organizational approaches Geographic Departmental Business processWhich is best? When? Why? Approaches to Building the WBS Ch05: How to Plan a TPM Project Graphical WBS for a House HOUSE SITE FOUNDATIO N FRA

26、MING WALLSROOFINGUTILITIESLANDSCAPING FINISH WORK LayoutGradeExcavate Erect Forms Pour Concrete Remove forms Install Sheathing Lay Shingles Hang Sheetrock Tape & Bed ELECT.GASWATER Do Rough-in Work Do Rough-in Work Do Rough-in Work Get Building Inspect. Get Building Inspect. Get Building Inspect. Do

27、 Finish Work Do Finish Work Do Finish Work Install Cabinets Install Appliances Install Furnace Lay Carpet Paint Walls & Molding Hang Wallpaper Lay Tile FLOOR JOISTS SUB- FLOOR STUD WALLS FRAME ROOF Install 1st Floor Install 1st Floor Install 1st Floor Install 2nd Floor Install 2nd Floor Install 2nd

28、Floor Figure 05-05 Ch05: How to Plan a TPM Project Indented Outline WBS for a House 1.SITE PREPARATION 1.1.Layout 1.2.Grading 1.3.Excavation 2.FOUNDATION 2.1.Erect Forms 2.2.Pour Concrete 2.3.Remove Forms 3.FRAMING 3.1.Floor Joists 3.1.1.Install first floor joists 3.1.2.Install second floor joists 3

29、.2.Sub-flooring 3.2.1.Install first floor sub-flooring 3.2.2.Install second floor sub-flooring 3.3.Stud Walls 3.3.1.Erect first floor stud walls 3.3.2.Erect second floor stud walls 3.4.Frame the roof Figure 05-06 Ch05: How to Plan a TPM Project WBS for a Waterfall SDM SYSTEMS DEVELOPMENT PROJECT Imp

30、lementationDefinitionDesign State objectives Define requirements Choose SDM Get approval Functional Technical Programming Installation Operation Source code JCL Documentation Get approval Testing Training Cut-over Operate system Review Audit Get approval Clarify request Establish objectives Identify

31、 key issues Obtain current doc. Define new reqmts Identify interfaces Design I/O Confirm specs Define pgm specs Prepare system flow Convert data Build integration test plan Get approval Construct code Conduct unit test Construct JCL Conduct system test Finalize test plan Create test data Conduct tes

32、t Conduct operations training Conduct user training Finalize plan Convert data Cut-over to production Establish plan Review performance Complete financial analysis Analyze risks Spec audits/controls Get approval Figure 05-07 Ch05: How to Plan a TPM Project Saves planning time Builds on prior experie

33、nce Standardizes the planning and management of projects using the templates Provides a structure for collecting and using estimated/actual duration and cost data Focuses process quality improvement efforts Using WBS Templates Ch05: How to Plan a TPM Project Update an application with new functional

34、ity Distribute a new release of a software package Install a network in a field office Update training materials Develop new training materials Typical Recurring Projects Ch05: How to Plan a TPM Project Figure 05-08 2 4 6 8 10 246810 12 14 16 18 20 L = DLabor Duration L = .75D 33% unplanned interrup

35、tions MODEL ASSUMPTIONS *Individuals work at 75 percent efficiency rate. *Unplanned interruptions account for 33 percent of clock time. Elapsed time (duration) versus work time (labor) Ch05: How to Plan a TPM Project Estimate duration to build the schedule and determine when the project will be comp

36、leted Estimate labor when you have to contain expenses within a budget Should I Estimate Task Duration or Task Labor? Ch05: How to Plan a TPM Project Pick up the chair Carry it to the door Set the chair down Open the door Hold the door open with your foot as you pick up the chair Carry the chair out

37、 the door Set the chair in the hallway Time # of people on the team 1234 Resource Loading vs. Task Duration Ch05: How to Plan a TPM Project Varying skill levels Unexpected events Efficiency of work time Mistakes and misunderstandings Variation within the capability of the system Common cause variati

38、on Causes of Variation in Duration Ch05: How to Plan a TPM Project Extrapolating based on similarity to other activities Studying historical data Seeking expert advice Applying the Delphi Technique (Fig 5-9) Applying the Three-point technique (Fig 5-10) Applying the Wide-band Delphi technique Six Me

39、thods for Estimating Task Duration Ch05: How to Plan a TPM Project First Pass Second Pass Third Pass The Delphi Technique Figure 05-09 Ch05: How to Plan a TPM Project The Three-Point Method OM PE O: Optimistic P: Pessimistic M: Most Likely O + 4M + P 6 E = Figure 05-10 Ch05: How to Plan a TPM Projec

40、t Estimates Have a Life Cycle Too time range You will be smarter tomorrow than you are today. Figure 05-11 Ch05: How to Plan a TPM Project People Facilities Equipment Money Materials Estimating Resource Requirements Ch05: How to Plan a TPM Project Assigning Staff to Activities Figure 05-12 Ch05: How

41、 to Plan a TPM Project Resource Breakdown Structure Figure 05-13 Ch05: How to Plan a TPM Project Order of magnitude estimate Budget estimate Definitive estimate Cost Budgeting Cost Control Weekly reports Baseline versus actual Estimating Cost Ch05: How to Plan a TPM Project Design Build Test Install

42、 time Network-based Scheduling Gantt Charts Ch05: How to Plan a TPM Project Network-based Scheduling Task on the Arrow Figure 05-14 Ch05: How to Plan a TPM Project Network-based Scheduling Task on the node format Figure 05-15 Ch05: How to Plan a TPM Project ES EID LSLF EF SLACK Task Node Figure 05-1

43、6 Ch05: How to Plan a TPM Project Diagramming Conventions Figure 05-17 Ch05: How to Plan a TPM Project Dependency Relationships AB A B A B B FS: When A finishes, B may start FF: When A finishes, B may finish SS: When A starts, B may start SF: When A starts, B may finish A Figure 05-18 Ch05: How to P

44、lan a TPM Project Technical constraints Discretionary constraints Best practice constraints Logical constraints Unique requirements constraints Management constraints Inter-project constraints Date constraints No earlier than No later than On this date Lag variables Dependency Constraints Ch05: How

45、to Plan a TPM Project nThe Forward Pass Early Schedule nLeft to right (start to finish) nDetermines Early Start and Early Finish nES + duration 1 = EF nBackward Pass Late Schedule nRight to left (finish to start) nDetermines Late Start and Late Finish nLF - duration + 1 = LS Paths Through the Networ

46、k Ch05: How to Plan a TPM Project Forward Pass Calculations Early Schedule Figure 05-19 Ch05: How to Plan a TPM Project Backward Pass Calculations Late Schedule Figure 05-20 Ch05: How to Plan a TPM Project Critical Path Figure 05-21 Ch05: How to Plan a TPM Project ESLFDuration Slack Task Early Start

47、 to Late Finish Window Figure 05-22 Ch05: How to Plan a TPM Project nTotal Slack nTime that a task can be delayed without impacting the early schedule of the project. nFree Slack nTime a task can be delayed without impacting the early schedule of its successor tasks. Slack Time Do Not Plan to Use Slack to Bail Out the Project! Ch05: How to Plan a TPM Project nEnter task name and duration into software tool nPrint PERT Diagram nCut out each task node and affix to a Sticky Note nWrite task ID # on Post-It Note nPlace Sticky Notes on right side of whiteboard nP