hp公司项目管理资料课件.ppt

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1、WORLD-WIDEPROJECT MANAGEMENTMETHODOLOGYFocusPM Applying FocusPM for Non-Project Managers年度财务状况分析Todays Topicsn Project Management Initiativen History of Developmentn Content and Strategy n Required inputs to FocusPMn Key Business Pointsn Methodology Overviewn Benefits of FocusPMn Why choose HP?Focus

2、PM:It will change the way we do business.Jim SherriffCurrent Staten The size and complexity of solution projects have been consistently growingn Different result while delivered by different PM(even excellent)n Project Managers use methodologies inconsistently n Best practices are not captured,share

3、d,or reused n The Project Managers role,responsibility and authority are not clearly definedn Client dissatisfaction and low profitability are issues in many projects Future Staten Projects are a major contributor to our profitabilityn Clients perceive our Project Management as one of HPs competitiv

4、e advantages n The Project Manager is perceived as a highly desired job within HP with clear authority and responsibility to make projects a successn Using a single global methodology and tools contribute to successful projectsn Knowledge capture and reuse greatly increase the effectiveness of our P

5、roject ManagersProject Management Initiative Objective 2:nClearly define role and authority as well as measures,rewards,and scoping of Project ManagersObjective 3:nRapidly enhance our Project Management capability through development and hiringObjective 1:n Enable the implementation of a consistent

6、Project Management methodology world-wideRole of Project Managern Responsible for profitability(scope/terms&conditions/cost/schedule)of projectn Key role in selling process-qualifying project and recommending GO/NO GOn Assesses and manages risk during selling and delivery process n Manages project t

7、eam during the projectn Manages relationship between clients and HP/partners/subcontractorsn Major relationship with CBM,CBL&Principal Consultant in pre-salesn Drives the success of the projectPMs are Empowered to:n Have sole accountability for profitability of projectsn Have a major responsibility

8、in the selling processn Have authority to be the only manager of project deliveryn Have authority to be the major interface to client during the project Does NOT mean that Project Manager is the most important person for project success-entire HP Team is important for project success WORLD-WIDEPROJE

9、CT MANAGEMENTMETHODOLOGYFocusPM History of Developmentn Project Managers asked for a more professional methodology for planning and implementing projects nBased on previous principle(CPLC)&HP best practicesn November 2019 initial strategy,January 2019 Final ReviewnWW Review Team Compared to Previous

10、 MethodologyH Is consistent with the Project Management Institutes(PMI&Prince2 standards)H Incorporates HP best practicesH Provides rigor and detail in the planning phasesH Includes a robust toolkit in the planning and implementation phasesH Meets the need of Project Managers to manage increasingly

11、larger and more complex projects Benefits of FocusPMH Improved HP bottom line by cutting losses on projectsH Ensures consistent world-wide approach to client projects(will be used by HPC,ISBU,and OSD)H Developed under leadership of global HPC/ISBU Steering CommitteeHIncorporates WW HPC/ISBU best pra

12、ctices and industry standard Project Management methods and terminology(PMI and Prince2)H Can be used for any type of project(Scaleable)H Provides a full set of forms,tools and templatesHIncludes a rigorous process for assessing/managing riskComponents of FocusPM Guide,Manual and all Tools on the We

13、b Continuous Improvement accessed through the Web Web based Knowledge Sharing(Project Snapshots and Best Practices)Documentation Management System(under investigation)n Documentation Methodology Guide(Phases/Activities/Tasks)Reference Manual(Processes and Techniques)Toolkit(Forms,Templates and Examp

14、les)Quick Reference Card(Quick Overview)n Electronic Toolsn Training and Communication Applying FocusPM for Project Managers-2 days Applying FocusPM for Non-Project Managers-1/2 day Internal Presentations for HPC and Sales External slide set Sales slide set Web based training-Qtr 3(Virtual Universit

15、y)Key Strategiesn Consistent quality criteria and measuresn Knowledge sharing and re-use(Project Snapshots)n Sequence of activities and tasks (Bid Plan,Design,Plan,Propose,Negotiate)n PM process measurements by phase,i.e.,Quality Reviews n Quality reviews-process and content(local process)n PM Metho

16、dology for Project Managersn Scaleable:Use on all projects n Review Criteria for each Tool/Outputn Quality reviews in each FocusPM Phase and ActivityQuality in FocusPM FocusPM:Scaleable for All ProjectsVery large,complex projectSmall projectMedium-sized projectHow?Methodology Structure of FocusPMPha

17、seActivityTaskProcessOutput*(Tools)Input*Dont confuse Output with Client Deliverables FocusPM Methodology Overview2.1 Prepare Technical Solution2.2 Develop Project Scope Statement and WBS2.3 Develop Project Schedule2.4 Establish Project Resource Requirements2.5 Develop Project Risk Management Plan2.

18、6 Develop Additional Preliminary Project Plans2.7 Develop Project Budget2.8 Resolve Inconsistencies in Project Plan2.9 Perform Project Plan Quality Review2.10 Prepare and Present Client Proposal2.11 Perform Planning and Proposal Quality Review Activities3.1 Reach Agreement on Proposal3.2 Produce Fin

19、al Proposal and Project Baseline3.3 Complete Contract3.4 Perform Selection Quality Review Activities4.1 Start Up Project4.2 Conduct Project ControllProject Plan ExecutionlSchedule Tracking and ControllFinancial Tracking and ControllHuman Resources Mgt.lCommunications Mgt.lQuality ControllRisk Manage

20、mentlChange ControllConfiguration Mgt.lContract and Procurement Mgt.4.3 Implement SolutionlManage to the Project Plan Project Teams Client Expectations Project DeliverableslPerform Client AcceptancelTransfer to Warranty and Support4.4 Close Project Implementation4.5 Perform Implementation Quality Re

21、viewActivities5.1 Fulfil Warranty Commitments5.2 Perform Warranty Quality ReviewActivities6.1 Initiate Post-Warranty Support Services6.2 Perform Support Quality ReviewActivities1.1 Appoint Project Manager1.2 Estimate Bid Effort of Engagement1.3 Perform Quality Review of Engagement1.4 Request Authori

22、sation to BidActivitiesPHASE1.0INITIATION2.0PLANNING ANDPROPOSAL3.0SELECTION4.0IMPLEMENTATION5.0WARRANTY6.0SUPPORT Required Inputs(From Principal Consultants,Solution Consultants)ImprovedWin RatioandRepeatableBusinessFocusPMMethodologyLocal Authorisation FormOpportunity Investigation(AO,SBC,etc.)Req

23、uest for Proposal(RFP)Invitation to Quote(ITQ)Signed Risk Opportunity and Analysis Model(ROAM)IT WILL CHANGE THE WAY WE DO BUSINESS-Jim Sherriffn Following FocusPM is mandatory for PMsn The Project Plan content is used in the proposaln Planning components(Design and Project Plan)can be deliverable t

24、emplates in a consulting projectn HPs service methodologies(from FOIs)are included in the development of the WBSn The Project Plan is the basis for the contract and becomes the Addendum to the contract-(Not the Proposal)n New Roles and Responsibilities for PMs and othersn Scalability-all activities

25、and tasks requiredKey Business Pointsn If required resources are not available,PM escalates the issues and stops the project -Rescheduling occurs upon start-upn Checkpoints in the FocusPM Bid Plan require management approval before proceeding -Bid Plan-Presales-Project Plan-Implementation-Proposal-S

26、ubmission-Client negotiated proposal changes-Scope changesKey Business Points(Continued)The Project Manager is responsible forn leading the delivery of large integrate solution and for key steps in the sale of solution n overall project plan,budget,schedule,staffing.n overall risk management and pro

27、fitability n making a recommendation to management(GO/NO GO decision)n effectively applying the FocusPM Methodology to solution project n is the single point of contact with client n is the Business Manager for the projectn is accountable for the agreed-upon margin for the project n manages all peop

28、le resources on the projectn is accountable to Senior Managern must have all change control requests approved by HP Management and Clientn provides performance feedback on all project team members at major milestones and project close-out-aligned with HP Consulting Couselee Review ProcessDuring the

29、Project,the Project Manager FocusPM Methodology Overview2.1 Prepare Technical Solution2.2 Develop Project Scope Statement and WBS2.3 Develop Project Schedule2.4 Establish Project Resource Requirements2.5 Develop Project Risk Management Plan2.6 Develop Additional Preliminary Project Plans2.7 Develop

30、Project Budget2.8 Resolve Inconsistencies in Project Plan2.9 Perform Project Plan Quality Review2.10 Prepare and Present Client Proposal2.11 Perform Planning and Proposal Quality Review Activities3.1 Reach Agreement on Proposal3.2 Produce Final Proposal and Project Baseline3.3 Complete Contract3.4 P

31、erform Selection Quality Review Activities4.1 Start Up Project4.2 Conduct Project ControllProject Plan ExecutionlSchedule Tracking and ControllFinancial Tracking and ControllHuman Resources Mgt.lCommunications Mgt.lQuality ControllRisk ManagementlChange ControllConfiguration Mgt.lContract and Procur

32、ement Mgt.4.3 Implement SolutionlManage to the Project Plan Project Teams Client Expectations Project DeliverableslPerform Client AcceptancelTransfer to Warranty and Support4.4 Close Project Implementation4.5 Perform Implementation Quality ReviewActivities5.1 Fulfil Warranty Commitments5.2 Perform W

33、arranty Quality ReviewActivities6.1 Initiate Post-Warranty Support Services6.2 Perform Support Quality ReviewActivities1.1 Appoint Project Manager1.2 Estimate Bid Effort of Engagement1.3 Perform Quality Review of Engagement1.4 Request Authorisation to BidActivitiesPHASE1.0INITIATION2.0PLANNING ANDPR

34、OPOSAL3.0SELECTION4.0IMPLEMENTATION5.0WARRANTY6.0SUPPORT Key Decision:-HPs Response to Client InputLocal Authorisation FormOpportunity InvestigationRequest for Proposal(RFP)Invitation to Quote(ITQ)Risk and Opportunity Analysis Model(ROAM)OutputProject Manager AppointmentClient RequirementsProject Mi

35、ssion and ObjectivesBid PlanBid Quality ReviewLocal Authorisation FormActivities1.1 Appoint Project Manager1.2 Estimate Bid Effort1.3 Perform Quality Review of Engagement1.4 Request Authorisation to Bid1.0INITIATION2.0PLANNING ANDPROPOSAL3.0SELECTION4.0IMPLEMENTATION5.0WARRANTY6.0SUPPORT1.0 Initiati

36、on Phase-OverviewObjective:Manage HPs opportunity cost Key Decision:-HPs Response to Client1.1Appoint Project Manager1.2Estimate BID Effort1.3Perform QualityReview of Engagement1.4Request Authorisation to BidEngagement OpportunityPlanning andProposalActivity 1.1Appoint Project ManagerTask 1.1.1Selec

37、t Project ManagerTask 1.1.3Review Project RequirementsTask 1.1.2Establish Project FileLocal Authorisation FormOpportunity InvestigationRequest for Proposal(RFP)or Invitation to Quote(ITQ)Risk&Opportunity Analysis Model(ROAM)HPC Form1.1.1Project Manager EngagementPMT5200Letter and Project Charter1.1.

38、2Project FilePMC12501.1.3Client RequirementsPMT10801.1.2Project File-EstablishedPMC12501.1.1Project Manager EngagementPMT5200Letter and Project CharterInputOutputTools1.0 Initiation PhaseProject File in Initiation Phase1.1Appoint Project Manager1.2Estimate BID Effort1.3Perform QualityReview of Engag

39、ement1.4Request Authorisation to BidEngagement OpportunityPlanning andProposalActivity 1.2Estimate Bid EffortTask 1.2.1Complete Project Mission and ObjectivesTask 1.2.2Develop Bid Plan1.1.3Client RequirementsPMF10801.1.3Client RequirementsPMF10801.2.1Project Mission and ObjectivesPMT11001.2.2Bid Pla

40、nPMT12001.2.1 Project Mission and ObjectivesPMT1100InputOutputTools1.0 Initiation Phase1.1Appoint Project Manager1.2Estimate BID Effort1.3Perform QualityReview of Engagement1.4Request Authorisation to BidEngagement OpportunityPlanning andProposalActivity 1.3Perform Quality Review of EngagementInputO

41、utputToolsTask 1.3.1Review Project DocumentationTask 1.3.2Perform Quality Review1.1.2Project FilePMC12501.1.3Client RequirementsPMF10801.2.1Project Mission and ObjectivesPMT11001.2.2Bid PlanPMT12001.1.2Project FilePMC12501.2.1Project Mission and ObjectivesPMT11001.2.2Bid PlanPMT12001.3.2Quality Revi

42、ew -MinutesPMF60511.3.1 Documentation Review1.0 Initiation Phase 1.1Appoint Project Manager1.2Estimate BID Effort1.3Perform QualityReview of Engagement1.4Request Authorization to BidEngagement OpportunityPlanning andProposalActivity 1.4Request Authorization to BidTask 1.4.1Present Recommendation for

43、 ApprovalTask 1.4.3Establish Bid TeamTask 1.4.2Update Project File1.2.1Project Mission and ObjectivesPMT1100 1.2.2Bid PlanPMT12001.3.2Quality Review-MinutesPMF60511.1.2Project FilePMC12501.4.1Local Authorisation1.2.2Bid PlanPMT12001.4.1Local Authorisation1.4.3Internal/External Resources-Bid Team PMF

44、51001.4.2Project File-UpdatedPMC12501.4.1 Local AuthorisationInputOutputTools1.0 Initiation PhaseHighlights of Initiation PhaseProject Mission and Objectiven Project Backgroundn Project Objective(Client)n Critical Success Factorn Exclusionsn Key milestonesn Constrainn HP ObjectivesRisk Management be

45、gins in the Initiation Phase and continues throughout the other phases:n Sales team completes Risk and Opportunity Analysis Model(ROAM)n Stresses value of formalized risk assessment process versus gut feelingn Stresses control and profitabilityGood decision:n Improved win/loss ration No bad projects

46、!Highlights of Initiation Phase(Continued)The Project Manager:n Is assigned early in the processn Reviews sales information on client and projectn Creates Project Mission and Objectivesn Develops Bid Plann Recommends next stepn May have an additional project review with clientHighlights of Initiatio

47、n Phase(Continued)As input to Phase 1,the Sales Team:n Develops sales visionn Conducts client evaluationn Qualifies the Client:-Finds assurances that client can afford the solution -Determines whether client vision is compatible with HP missionn Develops initial risk analysis(ROAM)Highlights of Init

48、iation Phase(Continued)n 1 out of 10 projects progress from Initiation Phase to Planning and Proposal Phasen 3 out of 4 projects in the Planning and Proposal Phase progress to the Selection Phasen 4 out of 5 projects in the Selection Phase progress to the Implementation PhaseSuccess Story:UK HP Cons

49、ultingOverview of Initiation PhaseKeyDecisionsReviewPointsH Selection of Project Manager(1.1.1)H Bid Recommendation(1.4.1)H Quality Review of Engagement(1.3)1.0INITIATION2.0PLANNING ANDPROPOSAL3.0SELECTION4.0IMPLEMENTATION5.0WARRANTY6.0SUPPORTActivities2.1Prepare Technical Solution2.2 Develop Projec

50、t Scope Statement and WBS2.3Develop Project Schedule2.4Establish Project Resource Requirements2.5Develop Project Risk Management Plan2.6Develop Additional Preliminary Project Plans2.7Develop Project Budget2.8Resolve Inconsistencies in Project Plan2.9Perform Project Plan Quality Review2.10Prepare and