IT项目管理7419.ppt

《IT项目管理7419.ppt》由会员分享，可在线阅读，更多相关《IT项目管理7419.ppt（207页珍藏版）》请在淘文阁 - 分享文档赚钱的网站上搜索。

1、1BrenDaniel Productions CorpProject ManagementForInformation Technology(IT)Professionals Presented by:Dan Fay,PMPPresented by:Dan Fay,PMPBrenDaniel Productions Corp.BrenDaniel Productions Corp.Tel(902)453-4192Tel(902)453-4192Email Email 2BrenDaniel Productions CorpSetting the ToneFor the Program3Bre

2、nDaniel Productions CorpLearning ObjectivesDescribe PM Principles&TechniquesUnderstand the global standard(PMBoK)Practice concepts in a learning environmentIdentify what works for you and apply these concepts to your own projectsUnderstand IT specific challenges and be prepared take them onAfter att

3、ending this Training Sessionyou will be able to:4BrenDaniel Productions CorpMasteryCompetencySkillsKnowledgeInformationExperiencePractice&FeedbackApplicationStudy&TrainingHow do I Succeed?5BrenDaniel Productions CorpPersonal SuccessIndividually,write down three specific objectives for attending this

4、 training session6BrenDaniel Productions CorpSetting the tone for the ProgramSetting Up For SuccessPlanningProject ControlMultiple Projects DiscussionHandoff to OperationsProgram Outline7BrenDaniel Productions CorpLinks of Processes in PhasesInitiatingPlanningControllingExecutingClosingPMBOK page 28

5、8BrenDaniel Productions CorpScope ManagementQuality ManagementTime ManagementCost ManagementHuman Resource ManagementContractor/Procurement ManagementCommunications ManagementIntegration ManagementRisk ManagementRisk ManagementManagement MaturityBaselineBuilding a TeamBuilding a ProjectBuilding Succ

6、essBuilding Success9BrenDaniel Productions CorpManagementConsistently producing key results expected by stakeholdersLeadershipEstablishing directionAligning peopleCommunicating visionMotivating&inspiringSuccessManaging for SuccessApplicationPractice&improve management&leadership10BrenDaniel Producti

7、ons CorpIT ChallengesBC&PM Training Program Course MixDont re-invent,it probably exists (EDS Materials)Team(Techie)Project Team(Manager)Maturity cycleWhat are some challenges you have encountered in your work place11BrenDaniel Productions CorpScope Management ProcessesScopeManagementInitiationScopeP

8、lanningScopeDefinitionScopeChange ControlScopeVerification Project CharterProject ManagerScope StatementScope Mgmt PlanWBSAcceptanceChangesCorrective ActionsProduct DescriptionStrategic Plan12BrenDaniel Productions CorpTime Management ProcessesTimeManagementActivityDefinitionActivitySequencingActivi

9、tyDurationEstimatingScheduleControlScheduleDevelopment WBSScope StatementActivity ListActivity DiagramActivity EstimatesProject ScheduleSchedule Updates13BrenDaniel Productions CorpQuality Management ProcessesQualityManagementQualityPlanningQualityAssuranceQualityControlQuality ImprovementQuality Po

10、licy,Scope StatementProduct DescriptionStandards&RegulationsQMPOperational DefnQMPOperational DefnQuality ImprovementAcceptance DecisionsRework,Adjustments14BrenDaniel Productions CorpCost Management ProcessesCostManagementResourcePlanningCostEstimatingCostControlCostBudgeting Resource RequirementsC

11、ost EstimatesCost BaselineChanges-estimates,budgetCorrective ActionsWBS,Scope StatementResource PoolOrganizational Policy15BrenDaniel Productions CorpHR Management ProcessesHuman Resource ManagementOrganizationalPlanningStaffAcquisitionTeamDevelopmentProject InterfacesStaffing RequirementsRAMOrganiz

12、ation ChartStaffing Management PlanProject Staff AssignedImproved Performance16BrenDaniel Productions CorpComm Mgmt PlanProject RecordsPerformance ReportsChange RequestsArchivesAcceptanceRequirementsTechnologyCommunicationsManagementCommunicationsPlanningAdministrativeClosurePerformanceReportingInfo

13、rmationDistributionCommunications Management17BrenDaniel Productions CorpProcurement ManagementProcurement ManagementProcurementPlanningSolicitationPlanningSolicitationSource SelectionContractAdministrationContractClose-OutScope StatementProduct DescriptionProcurement ResourcesMarket ConditionsOther

14、 Planning OutputsConstraints&AssumptionsProcurement Management PlanSOWsProcurement DocsProposalsProposalsEvaluation CriteriaContractPaymentChangesDocumentationAcceptance18BrenDaniel Productions CorpIntegration ManagementHistorical InformationOrganizational PoliciesProject PlanWork ResultsProject Pla

15、nProject PlanUpdatesIntegrationManagementProject PlanDevelopmentProject PlanExecutionOverallChange Control19BrenDaniel Productions CorpRisk Events,SourcesSymptomsOpportunitiesThreatsRisk Management PlanContingenciesCorrective ActionsProduct DescriptionTechnology,HistoryRiskManagementRiskIdentificati

16、onRisk ResponseControlRisk ResponseDevelopmentRiskQuantificationRisk Management20BrenDaniel Productions CorpHigh Level ConceptIndividually,write down what you feel are the three most important deliverables in a development life cycle.In teams discuss and justify your choices21BrenDaniel Productions

17、CorpKey DefinitionsOperations Repetitive OngoingReset objectives&continuePerformed by PeopleConstrained by limited resourcesPlanned,Executed,Controlled Projects TemporaryBeginning&EndUniqueProduct or ServiceProjects TemporaryBeginning&EndUniqueProduct or ServiceProjects TemporaryBeginning&EndUniqueP

18、roduct or ServiceProjectTemporaryBeginning&EndUniqueProduct or ServiceProgram 22BrenDaniel Productions CorpPROJECTScopeProject PlanStartEndDefinitions-Looking DownInitiatingPlanningExecutingControlling ClosingConceptDevelopmentExecutionFinishLife CycleProcess GroupsPhases23BrenDaniel Productions Cor

19、pProbability of success increases with timeLife Cycle CharacteristicsRESOURCESTIMECost&staffing levels low,high,low across life cycleThe ability of stakeholders to influence final characteristics decreases with time along the project phases24BrenDaniel Productions CorpTotal$SpentLife Cycle Character

20、isticsTime25BrenDaniel Productions CorpDefinitionsLife CycleA collection of generally sequential project phases whose name and number are determined by control needs of the organization(s)involved in the projectPhaseone or more tangible,verifiable work products(in effect its own project own life cyc

21、le)performance measurement to ensure deliverablesmanagement controlsequential logic designed to properly define product26BrenDaniel Productions CorpPhase DiscussionWhat are some common phases in a technology driven project27BrenDaniel Productions CorpProject Managers RoleIntegrate everything&everybo

22、dyMeet project objectives within constraintsDecision maker-Conflict resolution changes,resources,trade offCommunications hubPrime negotiator with stakeholders28BrenDaniel Productions CorpProject Managers PersonalityFlexibleInitiative takerCommunicatorIntegratorDecision MakerProblem SolverBig picture

23、 abilityMotivator+?29BrenDaniel Productions CorpIT ChallengesAttempt to micro-manage to gain controlTechnical projects mean majority of project not totally understoodMajority of mistakes are in faking itTeam Building Leadership RoleWhat are some challenges you have encountered in your work place30Br

24、enDaniel Productions CorpAre You Set Up For Success?31BrenDaniel Productions CorpTechnicalSkillsAdminSkillsHumanSkillsMaintaining the BalanceTrained OrBorn?32BrenDaniel Productions CorpTechnical Skills High LowHuman Skills-Reference:Kerzner,1998.page 125Technical Skills High LowHuman SkillsTeam Memb

25、erTeam LeaderManagerDirectorExecutive-Maintaining the Balance33BrenDaniel Productions CorpEgo drivenNarrow FocusAchievement DrivenAchievement vs.RelationshipStrategic Planning NOTVictim Image Organizational ViewFear of ObsolescenceTechnical Specialists34BrenDaniel Productions CorpFive Sources of Aut

26、horityLegitimateCoerciveRewardExpertReverentKnowing your Power Base35BrenDaniel Productions CorpYour Power BaseIndividually,select the two powers that you feel you are very good at using.LegitimateCoerciveRewardExpertReverentIn your teams,share these selections,and discuss how a Project Manager coul

27、d improve in each power type36BrenDaniel Productions CorpSoftware Engineering Institute(SEI)37BrenDaniel Productions CorpCapability Maturity Model(CMM)INITIALREPEATABLEDEFINEDMANAGEDOPTIMIZING54321Adhoc,IndividualBasic PM,SimilarStd SW ProcessQuantified&Measured Quantified Feedback38BrenDaniel Produ

28、ctions CorpThe Ideal Model39BrenDaniel Productions CorpKick Start(2 months)Phase 1 Education of All LevelsLeadership Set directionTeam Set baseline knowledgePhase II AuditQuick Assessment(Best projects/Practices)Phase III RecommendationsSet up SEPG(Software Engineering Process Group)Set up as Projec

29、t PlanEducate,Measure,Direct40BrenDaniel Productions CorpIT ChallengesSEI CMM where PM Fits into processFirst initiative from aboveMonitoring and Control mechanismPulls conflicting technical functional areas into a consistent frameworkWhat are some challenges you have encountered in your work place4

30、1BrenDaniel Productions CorpSoftware Quality Maturity-ExerciseEvaluate your organizations maturity level in each of the eight process areas of the PMBoK:ScopeTimeQualityCommunicationsHR ManagementProcurementRiskCost42BrenDaniel Productions CorpWhy do we have a Processthe design is driven by customer

31、 requirements.The primary benefit in doing this is,increased customer satisfaction for both internal and external customers.Customer FocusTeam FocusOne Team One GoalDedicatedAccountableGlobalizingFunctional OwnershipPlanning43BrenDaniel Productions CorpProcess v.s.ProceduresA Process is a high level

32、 concept that can be applied across organizations,across industry.It tries to minimize ambiguity but must allow flexibility for different culturesFor example identify risks that can impact deliveryA Procedure is the detailed steps to adhere to the process.The procedure is specific to an organization

33、.example complete the attached risk identification spreadsheet by holding a two meeting with all team leaders of each functional area.There should be at least 20 risks identified and quantified.The completed spreadsheet must be stored on the project server.44BrenDaniel Productions CorpYour Teams Bas

34、e-Do you follow a documented procedure-Do all the PMs follow a documented procedure/process-Do your senior managers check that you have followed the procedure45BrenDaniel Productions CorpSetting UpFor Success46BrenDaniel Productions CorpProjectManagerSeniorManagementTheCustomersCompanyPolicyDirectio

35、nProjectTeamOtherLine ManagersProjectDirectivesProjectDirectionReportsReportsProgressReportsProgressReportsCommunications LinksN(N-1)/2N(N-1)/23 310102 22 21 118(18-1)/218(18-1)/2306/2=153306/2=15347BrenDaniel Productions CorpStakeholder AnalysisAs a Team Identify 30 Stakeholder groupsThey impact th

36、e projectThey are impacted by the project48BrenDaniel Productions CorpYour Power Base DefinedWith your stakeholder list,identify the types of power you hold over this person/group49BrenDaniel Productions CorpAn Interdependent ApproachOPERATIONSMeeting your Organizations Vision50BrenDaniel Production

37、s CorpProject Selection CriteriaProject Selection Criteria are dictated by the business and technical objectives of the organizationIt ensures that and money invested yields the highest payback for the organizationThe criteria allow the management staff to know the viability of a proposed project pr

38、ior to extensive planningIt is also used as an ongoing measurement of the continued viability of a project once it startsAs organizational objectives,so should the selection criteria51BrenDaniel Productions Corp#Projects/CriteriaRiskHigh(5),Medium(3)Low(1)Pay Back PeriodBalance Cost vs savings equat

39、ionCash flow timingWhat Q for deliveringNPVNPV/investment ratioResource availability12345678Project Selection Criteria(Example)YES(1),Probable(3),No(5)These columns could be weightedDefinitions are required52BrenDaniel Productions CorpIT ChallengesDid communications plan as an exerciseAbility to pos

40、ition project correctlyKeeping project team focused on organizational objectivesWhat are some challenges you have encountered in your work place53BrenDaniel Productions CorpRisk ManagementUncertainty+ConstraintProbabilityUnpredictabilityContingency(planning for failure)ControlBased on FactsCommitmen

41、tPlanning for Success54BrenDaniel Productions CorpRisk Areas(Example)TechnologyIs this a technology we know well and have experience with?MaturityIs the technology mature,is it consistent with company direction?ComponentsAre we introducing components that are unique,new suppliers?ComplexityIs the pr

42、oject easy to understand?RequirementsAre they stable-are there other projects that could impact/derail?55BrenDaniel Productions CorpRisk Areas(Example)QualityIs there potential to decrease the quality metrics of our product?Functional Area Are Manufacturing,Customer Service,purchasing consistent?Tea

43、m CommitmentsAre there teams that may prioritize us off their schedules?Team SkillsDo we depend on a small team?i.e.Hero Bob quits-stopped cold.Executive Support Do we have the visibility required to stay alive?56BrenDaniel Productions CorpContingency Plan DiscussionWhat are some things you can pad

44、to ensure that when things go wrong,you are covered?57BrenDaniel Productions CorpPM Success FactorsScopeCreepA constraint is a business driven definition that limits the PMs ability to trade offCostTimePerformanceProduct58BrenDaniel Productions CorpNegotiating RealismAs a TeamFor each constraint bel

45、ow,define 3 things you can do as a Project Manager to overcome the constraintTime you must deliver by 30 SeptemberCost you cannot spend more than XXX on your projectQuality It must pas 100%of the test casesResources you need 15 people,there are only 1059BrenDaniel Productions CorpProduct Introductio

46、n ComponentsRemember the ConceptsDevelopmentLife CycleThat Fits Best Practices Learn from ExperiencePIPThe StandardSets a BaselineConsistencyProject InputConstraintsLimitationRequirements60BrenDaniel Productions CorpA Development Life Cycle Why?Customer requirements are being met,Commercial requirem

47、ents are being met,Product and market are still viable in the market place,Product development is on schedule,High standards of product quality and performance are being met.To provide periodic checks that:High Level Objective-Do We Move Forward?61BrenDaniel Productions CorpThe Life Cycle Process-El

48、ementsObjectivesActivitiesDictateDeliverablesProduceMeasure62BrenDaniel Productions CorpHardware Development(Example)Experimental Cycle(s)Very well defined deliverables to prove the objective was metActivities are undertaken to produce the deliverables to prove the objective was metPrototype Cycle(s

49、)PreProduction Cycle(s)Production Cycle(s)Phase In63BrenDaniel Productions CorpHardware Inch Pebbles-Per CycleDR-Design ReviewDI-Design InspectionFA-Functional AgreementCPA-Component Placement Agreement(LAYOUT)PA-Physical Agreement(ORDER&BUILD)Verify-Verification64BrenDaniel Productions CorpIT Chall

50、engesNot a Hardware Type provided visabilityMilestones must be digital to the PMIntegral to overall project plan,not an additionWhat are some challenges you have encountered in your work place65BrenDaniel Productions CorpInteraction with the TeamIn your TeamsDiscuss ways in which Project Managers ca