有效的项目管理--在传统项目管理中如何监控项目.ppt

1、EffectiveProjectManagement:Traditional,Agile,Extreme,Presentedby(facilitatorname),ManagingComplexityintheFaceofUncertainty,Ch07:HowtoMonitor&ControlaTPMProject,Usingtools,templates,andprocessestomonitor&controlaprojectEstablishingyourprogressreportingsystemApplyinggraphicalreportingtoolsManagingtheS

2、copeBankBuildingandmaintainingtheIssuesLogManagingprojectstatusmeetingsDefiningaproblemescalationGainingapprovaltoclosetheproject,SummaryofChapter7,Ch07:HowtoMonitor&ControlaTPMProject,Tools,Templates,&ProcessesUsedtoMonitor&Control,CurrentperiodreportsCumulativereportsExceptionreportsStoplightrepor

3、tsVariancereportsGanttchartsBurnchartsMilestonetrendchartsEarnedvalueanalysisIntegratedmilestonetrendchartsandearnedvalueanalysisProjectstatusmeetingsProblemescalationstrategies,Ch07:HowtoMonitor&ControlaTPMProject,HolddailyteammeetingsCompletetasksASAPReportproblemsASAPDontfallvictimtothe“creeps”Do

4、ntguessaskquestionsGoodenoughisgoodenoughMeetbutdonotexceedrequirementsBeopenandhonestwithyourteammates,HowtoKeepaProjectonSchedule,Ch07:HowtoMonitor&ControlaTPMProject,Timely,complete,accurate,andintuitiveIsntburdensomeandcounterproductiveReadilyacceptabletoseniormanagementReadilyacceptabletothepro

5、jectteamAneffectiveearlywarningsystem,CharacteristicsofEffectiveProgressReporting,Ch07:HowtoMonitor&ControlaTPMProject,DetermineasetperiodoftimeanddayofweekReportactualworkaccomplishedduringthisperiodRecordhistoricalandre-estimateremainingReportstartandfinishdatesRecorddaysofdurationaccomplishedandr

6、emainingReportresourceeffortspentandremainingReportpercentcomplete,HowandWhatInformationtoUpdate,Ch07:HowtoMonitor&ControlaTPMProject,CurrentperiodreportsCumulativereportsExceptionreportsStoplightreportsVariancereports,FiveTypesofProjectStatusReports,Ch07:HowtoMonitor&ControlaTPMProject,GanttChartPr

7、ojectStatusReport,Figure07-01,Ch07:HowtoMonitor&ControlaTPMProject,ExceptionReportStoplightReports,Ch07:HowtoMonitor&ControlaTPMProject,CumulativeReports-MilestoneTrendCharts,Figure07-02,Ch07:HowtoMonitor&ControlaTPMProject,CumulativeReports-MilestoneTrendCharts,Figure07-03,Ch07:HowtoMonitor&Control

8、aTPMProject,CumulativeReports-MilestoneTrendCharts,Figure07-04,Ch07:HowtoMonitor&ControlaTPMProject,CumulativeReports-MilestoneTrendCharts,Figure07-05,Ch07:HowtoMonitor&ControlaTPMProject,EarnedValueTheStandardS-Curve,Figure07-06,Ch07:HowtoMonitor&ControlaTPMProject,EarnedValueTheAggressiveCurve,Ch0

9、7:HowtoMonitor&ControlaTPMProject,EarnedValueTheCurvetoAvoid,Ch07:HowtoMonitor&ControlaTPMProject,HowtoMeasurePercentofValueEarned,100001005050Proportionoftaskscompleted,Ch07:HowtoMonitor&ControlaTPMProject,Figure07-07,EarnedValueCostVariance,Ch07:HowtoMonitor&ControlaTPMProject,Figure07-08,EarnedVa

10、lueScheduleVariance,Ch07:HowtoMonitor&ControlaTPMProject,HowtoMeasureEarnedValue,Figure07-09,Ch07:HowtoMonitor&ControlaTPMProject,Figure07-10,EarnedValueTheFullStory,Ch07:HowtoMonitor&ControlaTPMProject,Figure07-11,EarnedValuePV,EVandACcurves,Ch07:HowtoMonitor&ControlaTPMProject,EarnedValueBasicPerf

11、ormanceIndices,CostPerformanceIndex(CPI)Ameasureofhowclosetheprojectistospendingontheworkperformedtowhatwasplannedtohavebeenspent.,SchedulePerformanceIndex(SPI)Ameasureofhowclosetheprojectistoperformingworkasitwasactuallyscheduled.,CPI=EV/AC,SPI=EV/PV,INDEXVALUES1:underbudgetoraheadofschedule,Ch07:H

12、owtoMonitor&ControlaTPMProject,EarnedValuePerformanceIndices,Figure07-12,Ch07:HowtoMonitor&ControlaTPMProject,EarnedValuePerformanceIndices,Figure07-13,Ch07:HowtoMonitor&ControlaTPMProject,EarnedValuePerformanceIndices,Figure07-14,Ch07:HowtoMonitor&ControlaTPMProject,EarnedValuePerformanceIndices,Po

13、rtfolio:BETAProgram,aheadofschedule,behindschedule,1.0,0.8,0.6,0.4,1.2,1.4,1.6,ProjectWeek,8,7,6,5,4,9,3,2,1,Figure07-15,Ch07:HowtoMonitor&ControlaTPMProject,Initialdepositof10%oftotallabordaysAlloftheunfinishedfunctionsandfeaturesandthelabortimetodevelopthemarealsodepositedintheScopeBank.Thetimetop

14、rocessandintegrateaScopeChangerequestdrawstimefromtheScopeBank.ToaddtimetotheScopeBankremoveunfinishedfunctionsandfeaturesanddeposittheirlabortimeintheScopeBank.ClientshouldcontinuouslyreprioritizecontentsoftheScopeBank,ManagingtheScopeBank,Ch07:HowtoMonitor&ControlaTPMProject,IDNumberDateloggedDesc

15、riptionoftheproblemImpactifnotresolvedTheproblemownerActiontobetakenStatusOutcome,MaintainingtheIssuesLog,Ch07:HowtoMonitor&ControlaTPMProject,WhoShouldAttend?WhenAreTheyHeld?WhatIsTheirPurpose?WhatIsTheirFormat?,ManagingProjectStatusMeetings,Ch07:HowtoMonitor&ControlaTPMProject,EntireteamorTaskMana

16、gersfortasksopenforworkEveryonestandsupRotatethemeetingfacilitatorStatusofeachtaskisreportedOnscheduleAheadofschedule(byhowmuch)Behindschedule(byhowmuchandgetwellplan)UpdateScopeBankUpdateIssuesLog,The15-MinuteDailyStatusMeeting,Ch07:HowtoMonitor&ControlaTPMProject,AffectedpartiesonlyAgreeonproblemA

17、greeonwhoownstheproblemBrainstormsolutionsPrioritizesolutionsUpdateIssuesLogSchedulenextmeeting,ProblemManagementMeeting,Ch07:HowtoMonitor&ControlaTPMProject,ProblemEscalationStrategiesWhoControlsWhat?,Ch07:HowtoMonitor&ControlaTPMProject,ProjectManager-BasedStrategiesNoactionrequired.Problemwillsel

18、f-correctExaminedependencyrelationshipsReassignresourcesResourceManager-BasedStrategiesNegotiateadditionalresourcesClient-BasedStrategiesNegotiatemultiplereleasestrategiesRequestscheduleextension,ProblemEscalationStrategies,Ch07:HowtoMonitor&ControlaTPMProject,Noactionrequired(scheduleslackwillcorrecttheproblem)ExaminesFSdependenciesforschedulecompressionopportunitiesReassignresourcesfromnon-criticalpathtaskstocovertheslippage.NegotiateadditionalresourcesNegotia