项目管理_6.docx

项目管理Whyarepeoplespendingmoreworktimeonprojects?Withincreasedinternationalcompetition,customersaredemandingtohavetheirproductsandservicesdevelopedanddeliveredbetter,faster,andcheaper.Sinceprojectmanagementtechniquesaredesignedtomanagesuchfactorsasscope,quality,costandschedule,theyareideallysuitedtothispurpose.Therearethoughanumberoftradeoffswhichmayneedtobemadewhenmanagingaproject.Theseincludetimebutmayalsoinvolvetradeoffsbeingmadeamongthescope(size),quality(acceptabilityoftheresults),cost,andschedule.Whatdoesbottom-upestimatinginvolve?Bottom-upestimatingisamethodofestimatingacomponentofwork.Theworkisdecomposedintomoredetail.Anestimateispreparedofwhatisneededtomeettherequirementsofeachoflower,moredetailedpiecesofwork,andtheseestimatesarethenaggregatedintoatotalquantityfortheproject.Forabottom-upestimate,theWBSneedstobebrokendowntothemostdetailedlevelandthespecificationsneedtobeveryclear.Intheelevatorexample,bottom-upestimateswerecreatedinKansasCity.Detailstobeestimatedincludedexactlyhowmanybuttonsthecontrolpanelhad;exactlywhatkindofhighfixturesweremountedintheceiling,whatkindoffinishwasrequested,andsoon.Thecostwasestimatedforeachitem.Forexample,fortheprocessofinstallingtheguiderail,firsttherewasasmallamountoftime,suchasonehour,tosetuporgeteverythinginplacetodothisstep.Then,ittookacertainfractionofanhouroflabortosecureeachfootoftherailintoposition.Amaterialchargewasincurredfortheguiderailsthemselvesandthefastenersthatheldtheminplace.Thecostofsupervisionwaschargedfortheforepersonthatensuredworkwasscheduledandperformedproperly.Finally,overcostswereallocatedtoeachoffixedcosts.Bottom-upestimatingisthemostdetailed,time-consuming,andpotentiallyaccuratewaytoestimate.Mostprojectsusethismethodeventuallytoserveasabasisforestimatingcashflowneedsandforcontrollingtheproject.Oneimportantcautiononbottom-upestimatingistoensurethateveryitemisincluded.Ifaportionoftheprojectisleftout,thatportionisunderestimatedby100percent.Whyisariskregistersoimportantinproject?Riskregisteristheprimaryoutputofriskidentification.Itisalivingdocumentwithmuchinformationregardingrisks.Ariskregistershouldbemaintained,detailingallidentifiedrisks,responsibilities,actionsrequiredanddecisionsmade.Keeptheriskregisterupdatedwithanyresultsfromriskresponseplanning.Thepurposeofariskregisteristorecorddetailsofallrisksthathavebeenidentified,togetherwiththeiranalysisandplansforhowthoserisksaretobetreated.Theriskregisterisanimportantcomponentoftheoverallriskmanagementframework.ItwillincludeALLrisks-notjustoperationalrisks,andcanbefocusedeitherontheenterpriseasawhole,oronspecificprojectswhereitisusedtomaintaintheregisterofprojectrisksoverthelifetimeoftheproject.Whatdoestheprocessofoutsourcinginvolve?Manytimesifallofthenecessaryresourcescannotbefoundwithintheorganization,additionalresourcesarehiredfromoutside.Theentireprojectcanbeoutsourcedorsomeactivitiesonitcanbeoutsourced.Outsourcingisntasimplewaytohaveaprojectdone.Theresourceneeds,schedule,clearexpectationsregardingtimeframesanddeliverablesmustbecommunicatedifoutsourcingistosucceed.Step1:Themeasureofoutsourcingyourcompanywhetheritismeaningful.Inanalyzingtheneedforyourstageofoutsourcing,thecompany'sexistingbusinesstodoabenchmarksurveytodeterminetheextenttowhichtheycomplywithindustrystandards.Step2:Makesurethepartners.Whenyoustartyouroperationsoraspecificpartoftheprojectoutsourcing,youmustbestraightforwardandhonestwithyourteamanddiscussion.Youshouldalsoconsidertheintroductionofathird-partyoutsourcingspecialisttohelpyoudochoosetocarryoutnegotiations.Step3:contractnegotiations.Keepinmindthreekeyelementsofthecontractnegotiations:theoutsetofthecontractterminationofagoodplanning;outsourcingpartnersmustalsobeprofitable;negotiationsbasedoncost,thefinaldecision,focusonqualityandpeople.Needlesstosay,thisstageisthedraftingofallpartiestoabidebytheunbreakableserviceagreement.Step4:maintaincooperativerelationssoundly.Tomakeeachoftheparticipantsarehappytoacceptoutsourcingprojectsorservicesandfrank,consideringtheintroductionofanindependentcompanytocarryoutqualityassessment.Also,donotforgetevenifyouareoutsourcing,you'restillitsowner.AsCIO,youmustalwaysprocesssupervision,projectsequencingandoveralldirectiontotakefullresponsibility.ThestrategicplanningprocessInthecourseofnormalbusinessactivity,acompanysleadershipperformsstrategicplanningtosetdirectioninlinewiththeorganizationsvision,mission,goalsandobjectives.Thisstrategicplanningprocessgenerallyfeatures:Strategicanalysisanalyzestrengthsandweaknesseswithintheorganizationandopportunitiesandthreatsexternaltotheorganization.Guidingprinciplescreatestatementsoforganizationalvision,mission,purposeand/orvaluestoguidedecision-making.Strategicobjectivesoftenannualareplanningtoestablishshortandlongtermresultsthatwillsupportguidingprinciples.Flow-downobjectivesoptionalforlargeorcomplexorganizationstoensurethatappropriategoalsareestablished.Portfolioalignmentselectingasetofprojectstosupportorganizationsgoals.Whendefiningscope,whyisitimportanttoclarifyobjectives?ScopePlanningisastatementencompassingtheprojectjustification,thedeliverables,andtheobjectives.Theprimarypurposeofprojectscopemanagementistoensurethatalltherequiredworkandonlytherequiredworkisperformedtocompletetheprojectsuccessfully.Thisisaccomplishedbydefiningandcontrollingwhatisincludedintheprojectandwhatisnot.Scopeplanningistheprocessofcreatingaprojectscopemanagementplan.Scopeplanning=productscope+projectscopeScopedefinitionisanimportantpartofprojectplanningbecauseallotherplanningisbasedupontheprojectscope.Whiletherequirementscollectedrepresentthecustomersstatementofwhattheyneed,thedefinedscopeistheprojectteamsresponseaskingthecustomer,ifweprovidethis,willitsolveyourproblem?itisimpossibletoestimatehowmuchawillcost,howmanyworkerswillbeneeded,howlongaprojectwilltake,whatrisksareinvolved,orwhatqualitystandardswillbeinvolvedwithoutfirstunderstandingwhattheprojectincludes.Scopedefinitionalsoisvitalinpreventingscopecreep.Scopecreephappensfortwocommonreasons.First,ifthescopesnotclearlydefinedandagreeupon,itiseasytoaddtotheprojectworkwithoutrealizingthatmoretimeandmoneywillberequired.Second,sometimeswhenaprojectisgoingwell,acustomerissoexcitedthatheorsheasksaninnocent-soundingquestion：cantheprojectoutputalsodo.?Thepersonperformingtheprojectworkisoftenflatteredandagreeswithunderstandingtheimplications.Incontemporarybusiness,pleasingthecustomerisdesirable.However,thebesttimetogaincustomerunderstandingiswhentheprojectteamiddefiningthescopenotwhileworkingtoimplementit.Whyisknowledgemanagementimportant?Ifacompanydoesextensiveprojectworkandusesprojectmanagementcapabilityasanorganizationalstrength,itisimportanttokeepdevelopingexpertiseinit.Onewaytodevelopandexpandexpertiseistocaptureandreusetheknowledgedeveloped.Knowledgeisaconclusiondrawnfrominformationafteritislinkedtootherinformationandcomparedtowhatisalreadyknown.Inordertoincreaseknowledgeandsuccessfuluseandreapplicationofit,organizationsoftencreatealessonslearnedknowledgebase.Forthisdatabasetobeuseful,itisimportanttocommunicateprojectsuccessesandfailuresfromallaspectsoftheprojectprocess.Capturedthroughoutthelifeoftheproject,recommendationstoimprovefutureperformancecanbebasedontechnical,managerial,andprocessaspectsoftheproject.Inaddition,partoftheprojectcloseoutprocessshouldincludefacilitatingalessonsearnedsessionfortheentireproject,especiallyonunsuccessfulprojects.Theprocessofprojectmanagementalsoconsistsofanumberofvariousandrelatedknowledgeandskillsareas.Scopemanagementdeterminingalltheworkthatisnecessaryforprojectcompletion;Timemanagementdefining,sequencing,andestimatingduration,andresourcingworkactivitiesaswellasdevelopingandcontrollingtheschedule;Costmanagementplanning,estimating,budgeting,andcontrollingcosts;Qualitymanagementinvolvingqualityplanning,assurance,andcontrol;HumanResourcemanagementacquiring,developing,andmanagingtheprojectteam;Communicationsmanagementgenerating,collecting,disseminating,storing,anddisposingoftimelyandappropriateprojectinformation;Riskmanagementriskidentification,analysis,responseplanning,andmonitoringandcontrol;Procurementmanagementpurchasingoracquiringproductandservicesaswellascontractmanagement;Integrationmanagementunifyingandcoordinatingtheotherknowledgeareasbycreatingandusingtoolssuchascharters,projectplans,andchangecontrol.Projectroles:Projectexecutive,managerialandassociaterolesTherearethreeprojectexecutivelevelroles:thesteeringteam,thechiefprojectsofficer,andtheprojectsponsor.Thefourprojectmanageriallevelrolesaretheprojectmanager,functionalmanager,facilitator,andseniorcustomerrepresentative.Theprojectmanager:isdirectlyaccountablefortheprojectresults,schedule,andbudget;isthemaincommunicator;andoftenmustgetthingsdonethroughthepowerofinfluencesincehisorherformalpowermaybelimited.Thefunctionalmanagersaresection,divisionordepartmentheadsthatdeterminehowtheworkoftheprojectgetsaccomplished;oftensupervisethatworkandoftennegotiatewiththeprojectmanagerregardingwhichworkersareassignedtotheproject.Afacilitatorissometimesassignedtocomplexorcontroversialprojectstoassisttheprojectmanagerwiththeprocessofrunningmeetingsandmakingdecisions.Theseniorcustomerrepresentativeensuresthattheneedsandwantsofthevariousconstituentsinthecustomersorganizationareidentifiedandprioritizedandthatprojectprogressanddecisionscontinuallysupportthecustomersdesires.SeniorCustomerRepresentativerepresentstheprojectcustomertowhomtheoutcomesoftheprojectarehandedovertoatcompletionoftheproject.Thetwoassociatelevelprojectrolesarecoreteammembersandsubjectmatterexperts.Coreteammembersareassignedtotheprojectforitsentiredurationifpossibleandjointlymakedecisionswiththeprojectmanager.Subjectmatterexpertsarebroughtinasneededtohelpwithspecificprojectactivities.Again,itisimportanttounderstandthoughthatthereisadifferencebetweenthetworoles.Coreteammembersareideallyassignedtotheprojectforitsentireduration.Theyworkwiththeprojectmanagertomakedecisions,performhands-onwork,andsometimessupervisetheworkofsubjectmatterexperts.However,subjectmatterexpertsarebroughtontotheprojectwhenneededtoperformspecificactivities.Theyarenotnormallyinvolvedinmakingproject-widedecisionsorinsupervisingtheworkofothers.Asignificantchallengeforglobalmanagersinthemanagementofprojectsbothdomesticallyandworldwideisthatitrequiresthattheypossessbothsoftandhardskills.Thesesoftskillsmayincludecommunicationandleadershipoftenseekingtounderstandvariousstakeholdersneedsandpersuadingpeopletodowork.Inaddition,projectsareoftenconductedwithinaninterdisciplinarysituationinwhichnoonepersonknowseverythingandtheprojectmanageroftenlacksordoesnothavetheformalauthorityorpowerwithinthecompanytoorderpeopletoperform.Intermsofhardskillsneededinmanagingprojects,theseskillscanincluderiskanalysis,qualitycontrol,scheduling,andbudgetingwork.Mostprojectshavemanyunknownsrisks.Projectsaresubjecttoqualityexpectationsoftenformalstandards,butatleastexpectations.And,ofcourse,itgoeswithoutsayingthatprojectsalmostalwayshavelimitsoftimeandmoney!TheprojectlifecycleProjectlifecyclesprovideaguidingpointfordeterminingthescopeandresourcerequirementsofspecificprojects.Byoutliningaprojectslifecycle,manychallengesandpotentialpitfallscanbepinpointed.Moregenerally,anunderstandingofprojectlifecycleslendsitselftoabetterunderstandingofhowprojectsfunctionwithinanorganizationandhowtheydifferfromconventionalformsofcorporateprocess.Therehavebeenidentifiedanumberoffeatures/issuesthatpertaintoeachstageoftheprojectlifecycle.Theseareasfollows:Initiatingwhenaprojectisproposed,plannedatahighlevel,andkeyparticipantscommittoitinbroadterms;Planningstartsaftertheinitialcommitment,includesdetailedplanning,andendswhenallstakeholdersaccepttheentiredetailedplan;Executingincludesauthorizing,executing,monitoring,andcontrollingworkuntilthecustomeracceptstheprojectdeliverables;andClosingallactivitiesaftercustomeracceptancetoensureprojectiscompleted,lessonsarelearned,resourcesarereassigned,andcontributionsarerecognized.Whatisaproject?Howareprojectsdifferentfromongoingoperations?Aprojectisanendeavorthatrequiresanorganizedsetofworkeffortsthatareplannedinalevelofdetailthatisprogressivelyelaboratedasmoreinformationisdiscovered.Projectsaresubjecttolimitationsoftimeandresourcessuchasmoneyandpeople.Theenterpriseinternalresearchworkcanbedividedintotwoparts:oneisthedailyoperation,isaproject.Thedailyoperationandprojectthemaindifferencebetween:dailyoperationiscontinuousandrepetitive,andtheprojectisone-timeandunique.Thebasiccharacteristicsofprojectperformancein:1,ithasacleargoal.Eachprojectisaparticularprojectproducts,isforacleargoalsandsetup.2,itisbyaseriesofinterrelatedtaskstoform.3,theentireprojecthasafiniteresource.Forexample,timeandmanpowercost,etc.4,projectisaone-offanduniquenessofactivities.Ithasclearstartandendtimewithmakeshift.