惠普公司项目管理资料汇编(英文版)bviy.ppt

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1、2023/3/25IntlnoA4(Version 3/2-Apr-1999)HP RestrictedPage 1WORLD-WIDEPROJECT MANAGEMENTMETHODOLOGYFocusPM Applying FocusPMApplying FocusPM for for Non-Project Managers Non-Project Managers2023/3/25IntlnoA4(Version 3/2-Apr-1999)HP RestrictedPage 2Todays TopicsTodays Topicsn Project Management Initiati

2、ven History of Developmentn Content and Strategy n Required inputs to FocusPMn Key Business Pointsn Methodology Overviewn Benefits of FocusPMn Why choose HP?FocusPM:It will change the way we do business.FocusPM:It will change the way we do business.Jim SherriffJim Sherriff2023/3/25IntlnoA4(Version 3

3、/2-Apr-1999)HP RestrictedPage 3Current StateCurrent 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,shared,or reus

4、ed n The Project Managers role,responsibility and authority are not clearly definedn Client dissatisfaction and low profitability are issues in many projects 2023/3/25IntlnoA4(Version 3/2-Apr-1999)HP RestrictedPage 4Future StateFuture Staten Projects are a major contributor to our profitabilityn Cli

5、ents perceive our Project Management as one of HPs competitive 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

6、capture and reuse greatly increase the effectiveness of our Project Managers2023/3/25IntlnoA4(Version 3/2-Apr-1999)HP RestrictedPage 52023/3/25IntlnoA4(Version 3/2-Apr-1999)HP RestrictedPage 6Project Management InitiativeProject Management Initiative Objective 2:Objective 2:nClearly define role and

7、authority as well as measures,rewards,and scoping of Project ManagersObjective 3:Objective 3:nRapidly enhance our Project Management capability through development and hiringObjective 1:Objective 1:n Enable the implementation of a consistent Project Management methodology world-wide2023/3/25IntlnoA4

8、(Version 3/2-Apr-1999)HP RestrictedPage 7Role of Project ManagerRole of Project Managern Responsible for profitabilityprofitability(scope/terms&conditions/(scope/terms&conditions/cost/schedule)cost/schedule)of projectn Key role in selling process Key role in selling process-qualifying project and re

9、commending GO/NO GOn Assesses and manages risk risk during selling and delivery process n Manages project teamproject team during the projectn Manages relationshiprelationship between clients and HP/partners/subcontractorsn Major relationship with CBM,CBL&Principal ConsultantCBM,CBL&Principal Consul

10、tant in pre-salesn Drives the success of the projectsuccess of the project2023/3/25IntlnoA4(Version 3/2-Apr-1999)HP RestrictedPage 8PMs are Empowered to:PMs are Empowered to:n Have sole accountability for profitability of projectsn Have a major responsibility in the selling processn Have authority t

11、o be the only manager of project deliveryn Have authority to be the major interface to client during the project Does NOTNOT mean that Project Manager is the most important person for project success-entire HP Team is important for project success2023/3/25IntlnoA4(Version 3/2-Apr-1999)HP RestrictedP

12、age 9 WORLD-WIDEWORLD-WIDEPROJECT MANAGEMENTPROJECT MANAGEMENTMETHODOLOGYMETHODOLOGYFocusPMFocusPM2023/3/25IntlnoA4(Version 3/2-Apr-1999)HP RestrictedPage 10 History of DevelopmentHistory of Developmentn Project Managers asked for a more professional methodology for planning and implementing project

13、s nBased on previous principle(CPLC)&HP best practicesn November 1996 initial strategy,January 1998 Final ReviewnWW Review Team2023/3/25IntlnoA4(Version 3/2-Apr-1999)HP RestrictedPage 11 Compared to Compared to Previous Methodology MethodologyH Is consistent with the Project Management Institutes(PM

14、I&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 larger and more complex projects2023/3/25IntlnoA4(Version 3/2-Apr-199

15、9)HP RestrictedPage 12 Benefits of FocusPMBenefits 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

16、 best practices 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 risk2023/3/25IntlnoA4(Version 3/2-Apr-1999)HP Restric

17、tedPage 13Components of FocusPMComponents of FocusPM Guide,Manual and all Tools on the Web Continuous Improvement accessed through the Web Web based Knowledge Sharing(Project Snapshots and Best Practices)Documentation Management System(under investigation)n DocumentationDocumentation Methodology Gui

18、de(Phases/Activities/Tasks)Reference Manual(Processes and Techniques)Toolkit(Forms,Templates and Examples)Quick Reference Card(Quick Overview)n Electronic ToolsElectronic Toolsn Training and CommunicationTraining and Communication Applying FocusPM for Project Managers-2 days Applying FocusPM for Non

19、-Project Managers-1/2 day Internal Presentations for HPC and Sales External slide set Sales slide set Web based training-Qtr 3(Virtual University)2023/3/25IntlnoA4(Version 3/2-Apr-1999)HP RestrictedPage 14 Key StrategiesKey Strategiesn Consistent quality criteria and measuresn Knowledge sharing and

20、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 Methodology for Project Managersn Scaleable:Use on all projects2023/3/25IntlnoA4(Versio

21、n 3/2-Apr-1999)HP RestrictedPage 15 n Review Criteria for each Tool/Outputn Quality reviews in each FocusPM Phase and ActivityQuality in FocusPMQuality in FocusPM2023/3/25IntlnoA4(Version 3/2-Apr-1999)HP RestrictedPage 16 FocusPM:Scaleable for All ProjectsFocusPM:Scaleable for All ProjectsVery large

22、,complex projectSmall projectMedium-sized projectHow?2023/3/25IntlnoA4(Version 3/2-Apr-1999)HP RestrictedPage 17 Methodology Structure of FocusPMMethodology Structure of FocusPMPhaseActivityTaskProcessOutput*(Tools)Input*Dont confuse Output with Client Deliverables2023/3/25IntlnoA4(Version 3/2-Apr-1

23、999)HP RestrictedPage 18 FocusPM Methodology OverviewFocusPM 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

24、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 Final Proposal and Project Baseline3

25、.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 ManagementlChange ControllConfiguration

26、 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 ReviewActivities5.1 Fulfil Warranty

27、 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 Authorisation to BidActivitiesPHASE1.0IN

28、ITIATION2.0PLANNING ANDPROPOSAL3.0SELECTION4.0IMPLEMENTATION5.0WARRANTY6.0SUPPORT2023/3/25IntlnoA4(Version 3/2-Apr-1999)HP RestrictedPage 19 Required InputsRequired Inputs(From Principal Consultants,Solution Consultants)(From Principal Consultants,Solution Consultants)ImprovedWin RatioandRepeatableB

29、usinessFocusPMFocusPMMethodologyMethodologyLocal Authorisation FormOpportunity Investigation(AO,SBC,etc.)Request for Proposal(RFP)Invitation to Quote(ITQ)Signed Risk Opportunity and Analysis Model(ROAM)2023/3/25IntlnoA4(Version 3/2-Apr-1999)HP RestrictedPage 20 IT WILL CHANGE THE WAY WE DO BUSINESS-

30、Jim SherriffIT 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 templates in a consulting projectn HPs service methodologies(from FOIs)are included

31、 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 and tasks requiredKey Business PointsKey Business Points2023/3/25IntlnoA4(Version

32、3/2-Apr-1999)HP RestrictedPage 21n 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 beforebefore proceeding -Bid Plan-Presales-Project Plan-Implementation-Proposal

33、-Submission-Client negotiated proposal changes-Scope changesKey Business PointsKey Business Points(Continued)2023/3/25IntlnoA4(Version 3/2-Apr-1999)HP RestrictedPage 22The Project Manager is responsible forThe Project Manager is responsible forn leading the delivery of large integrate solution and f

34、or key steps in the sale of solution n overall project plan,budget,schedule,staffing.n overall risk management and profitability n making a recommendation to management(GO/NO GO decision)n effectively applying the FocusPM Methodology to solution project2023/3/25IntlnoA4(Version 3/2-Apr-1999)HP Restr

35、ictedPage 23 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 people resources on the projectn is accountable to Senior Managern must have all change control requests approved by HP Managem

36、ent 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 Project,the Project ManagerDuring the Project,the Project Manager2023/3/25IntlnoA4(Version 3/2-Apr-1999)HP RestrictedPage 2

37、4 FocusPM Methodology OverviewFocusPM 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 Develo

38、p 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

39、 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 ManagementlChange ControllConfiguration Mgt.lContract and Proc

40、urement 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

41、 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 Authorisation to BidActivitiesPHASE1.0INITIATION2.0PLANNING AND

42、PROPOSAL3.0SELECTION4.0IMPLEMENTATION5.0WARRANTY6.0SUPPORT2023/3/25IntlnoA4(Version 3/2-Apr-1999)HP RestrictedPage 25 Key Decision:-HPs Response to Client InputLocal Authorisation FormOpportunity InvestigationRequest for Proposal(RFP)Invitation to Quote(ITQ)Risk and Opportunity Analysis Model(ROAM)O

43、utputProject Manager AppointmentClient RequirementsProject Mission 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

44、.0SELECTION4.0IMPLEMENTATION5.0WARRANTY6.0SUPPORT1.0 1.0 Initiation Phase-OverviewInitiation Phase-OverviewObjective:Manage HPs opportunity cost Key Decision:-HPs Response to Client2023/3/25IntlnoA4(Version 3/2-Apr-1999)HP RestrictedPage 261.1Appoint Project Manager1.2Estimate BID Effort1.3Perform Q

45、ualityReview of Engagement1.4Request Authorisation to BidEngagement OpportunityPlanning andProposalActivity 1.1Appoint Project ManagerTask 1.1.1Select Project ManagerTask 1.1.3Review Project RequirementsTask 1.1.2Establish Project FileLocal Authorisation FormOpportunity InvestigationRequest for Prop

46、osal(RFP)or Invitation to Quote(ITQ)Risk&Opportunity Analysis Model(ROAM)HPC Form1.1.1Project Manager EngagementPMT5200Letter and Project Charter1.1.2Project FilePMC12501.1.3Client RequirementsPMT10801.1.2Project File-EstablishedPMC12501.1.1Project Manager EngagementPMT5200Letter and Project Charter

47、InputOutputTools1.0 1.0 Initiation PhaseInitiation Phase2023/3/25IntlnoA4(Version 3/2-Apr-1999)HP RestrictedPage 27Project File in Initiation PhaseProject File in Initiation Phase2023/3/25IntlnoA4(Version 3/2-Apr-1999)HP RestrictedPage 281.1Appoint Project Manager1.2Estimate BID Effort1.3Perform Qua

48、lityReview of Engagement1.4Request 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 Objectives

49、PMT11001.2.2Bid PlanPMT12001.2.1 Project Mission and ObjectivesPMT1100InputOutputTools1.0 1.0 Initiation PhaseInitiation Phase2023/3/25IntlnoA4(Version 3/2-Apr-1999)HP RestrictedPage 291.1Appoint Project Manager1.2Estimate BID Effort1.3Perform QualityReview of Engagement1.4Request Authorisation to B

50、idEngagement OpportunityPlanning andProposalActivity 1.3Perform Quality Review of EngagementInputOutputToolsTask 1.3.1Review Project DocumentationTask 1.3.2Perform Quality Review1.1.2Project FilePMC12501.1.3Client RequirementsPMF10801.2.1Project Mission and ObjectivesPMT11001.2.2Bid PlanPMT12001.1.2