hp公司项目管理资料.ppt

WORLD-WIDE PROJECT MANAGEMENT METHODOLOGY FocusPM,Applying FocusPM for Non-Project Managers,Todays Topics Project Management Initiative History of Development Content and Strategy Required inputs to FocusPM Key Business Points Methodology Overview Benefits of FocusPM Why choose HP?,Current State,The size and complexity of solution projects have been consistently growing Different result while delivered by different PM ( even excellent) Project Managers use methodologies inconsistently Best practices are not captured, shared, or reused The Project Managers role, responsibility and authority are not clearly defined Client dissatisfaction and low profitability are issues in many projects,Future State,Projects are a major contributor to our profitability Clients perceive our Project Management as one of HPs competitive advantages The Project Manager is perceived as a highly desired job within HP with clear authority and responsibility to make projects a success Using a single global methodology and tools contribute to successful projects Knowledge capture and reuse greatly increase the effectiveness of our Project Managers,Project Management Initiative,Objective 2: Clearly define role and authority as well as measures, rewards, and scoping of Project Managers,Objective 3: Rapidly enhance our Project Management capability through development and hiring,Objective 1: Enable the implementation of a consistent Project Management methodology world-wide,Role of Project Manager,Responsible for profitability (scope / terms & conditions / cost / schedule) of project Key role in selling process - qualifying project and recommending GO / NO GO Assesses and manages risk during selling and delivery process Manages project team during the project Manages relationship between clients and HP / partners / subcontractors Major relationship with CBM, CBL & Principal Consultant in pre-sales Drives the success of the project,PMs are Empowered to:,Have sole accountability for profitability of projects Have a major responsibility in the selling process Have authority to be the only manager of project delivery 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-WIDE PROJECT MANAGEMENT METHODOLOGY FocusPM,History of Development,Project Managers asked for a more professional methodology for planning and implementing projects Based on previous principle (CPLC) & HP best practices November 1996 initial strategy,January 1998 Final Review WW Review Team,Compared to Previous Methodology,Is consistent with the Project Management Institutes (PMI & Prince2 standards) Incorporates HP best practices Provides rigor and detail in the planning phases Includes a robust toolkit in the planning and implementation phases Meets the need of Project Managers to manage increasingly larger and more complex projects,Benefits of FocusPM,Improved HP bottom line by cutting losses on projects Ensures consistent world-wide approach to client projects (will be used by HPC, ISBU, and OSD) Developed under leadership of global HPC/ ISBU Steering Committee Incorporates WW HPC/ ISBU best practices and industry standard Project Management methods and terminology (PMI and Prince2) Can be used for any type of project (Scaleable) Provides a full set of forms, tools and templates Includes a rigorous process for assessing / managing risk,Components of FocusPM,Key Strategies,Consistent quality criteria and measures Knowledge sharing and re-use (Project Snapshots) Sequence of activities and tasks (Bid Plan, Design, Plan, Propose, Negotiate) PM process measurements by phase, i.e., Quality Reviews Quality reviews - process and content (local process) PM Methodology for Project Managers Scaleable: Use on all projects,Review Criteria for each Tool / Output Quality reviews in each FocusPM Phase and Activity,Quality in FocusPM,FocusPM: Scaleable for All Projects,Very large, complex project,Small project,Medium-sized project,How?,Methodology Structure of FocusPM,Phase,Activity,Task,Process,Output* (Tools),Input,* Dont confuse Output with Client Deliverables,FocusPM Methodology Overview,2.1 Prepare Technical Solution 2.2 Develop Project Scope Statement and WBS 2.3 Develop Project Schedule 2.4 Establish Project Resource Requirements 2.5 Develop Project Risk Management Plan 2.6 Develop Additional Preliminary Project Plans 2.7 Develop Project Budget 2.8 Resolve Inconsistencies in Project Plan 2.9 Perform Project Plan Quality Review 2.10 Prepare and Present Client Proposal 2.11 Perform Planning and Proposal Quality Review,Activities,3.1 Reach Agreement on Proposal 3.2 Produce Final Proposal and Project Baseline 3.3 Complete Contract 3.4 Perform Selection Quality Review,Activities,4.1 Start Up Project 4.2 Conduct Project Control Project Plan Execution Schedule Tracking and Control Financial Tracking and Control Human Resources Mgt. Communications Mgt. Quality Control Risk Management Change Control Configuration Mgt. Contract and Procurement Mgt. 4.3 Implement Solution Manage to the Project Plan Project Teams Client Expectations Project Deliverables Perform Client Acceptance Transfer to Warranty and Support 4.4 Close Project Implementation 4.5 Perform Implementation Quality Review,Activities,5.1 Fulfil Warranty Commitments 5.2 Perform Warranty Quality Review,Activities,6.1 Initiate Post-Warranty Support Services 6.2 Perform Support Quality Review,Activities,1.1 Appoint Project Manager 1.2 Estimate Bid Effort of Engagement 1.3 Perform Quality Review of Engagement 1.4 Request Authorisation to Bid,Activities,Required Inputs (From Principal Consultants, Solution Consultants),Improved Win Ratio and Repeatable Business,FocusPM Methodology,Local Authorisation Form Opportunity Investigation (AO, SBC, etc.) Request for Proposal (RFP) Invitation to Quote (ITQ) Signed Risk Opportunity and Analysis Model (ROAM),IT WILL CHANGE THE WAY WE DO BUSINESS - Jim Sherriff Following FocusPM is mandatory for PMs The Project Plan content is used in the proposal Planning components (Design and Project Plan) can be deliverable templates in a consulting project HPs service methodologies (from FOIs) are included in the development of the WBS The Project Plan is the basis for the contract and becomes the Addendum to the contract - (Not the Proposal) New Roles and Responsibilities for PMs and others Scalability - all activities and tasks required,Key Business Points,If required resources are not available, PM escalates the issues and stops the project - Rescheduling occurs upon start-up Checkpoints in the FocusPM Bid Plan require management approval before proceeding,Bid Plan - Presales Project Plan - Implementation Proposal - Submission Client negotiated proposal changes Scope changes,Key Business Points,(Continued),The Project Manager is responsible for,leading the delivery of large integrate solution and for key steps in the sale of solution overall project plan, budget, schedule, staffing. overall risk management and profitability making a recommendation to management (GO/NO GO decision) effectively applying the FocusPM Methodology to solution project,is the single point of contact with client is the Business Manager for the project is accountable for the agreed-upon margin for the project manages all people resources on the project is accountable to Senior Manager must have all change control requests approved by HP Management and Client provides performance feedback on all project team members at major milestones and project close-out - aligned with HP Consulting Couselee Review Process,During the Project, the Project Manager,FocusPM Methodology Overview,2.1 Prepare Technical Solution 2.2 Develop Project Scope Statement and WBS 2.3 Develop Project Schedule 2.4 Establish Project Resource Requirements 2.5 Develop Project Risk Management Plan 2.6 Develop Additional Preliminary Project Plans 2.7 Develop Project Budget 2.8 Resolve Inconsistencies in Project Plan 2.9 Perform Project Plan Quality Review 2.10 Prepare and Present Client Proposal 2.11 Perform Planning and Proposal Quality Review,Activities,3.1 Reach Agreement on Proposal 3.2 Produce Final Proposal and Project Baseline 3.3 Complete Contract 3.4 Perform Selection Quality Review,Activities,4.1 Start Up Project 4.2 Conduct Project Control Project Plan Execution Schedule Tracking and Control Financial Tracking and Control Human Resources Mgt. Communications Mgt. Quality Control Risk Management Change Control Configuration Mgt. Contract and Procurement Mgt. 4.3 Implement Solution Manage to the Project Plan Project Teams Client Expectations Project Deliverables Perform Client Acceptance Transfer to Warranty and Support 4.4 Close Project Implementation 4.5 Perform Implementation Quality Review,Activities,5.1 Fulfil Warranty Commitments 5.2 Perform Warranty Quality Review,Activities,6.1 Initiate Post-Warranty Support Services 6.2 Perform Support Quality Review,Activities,1.1 Appoint Project Manager 1.2 Estimate Bid Effort of Engagement 1.3 Perform Quality Review of Engagement 1.4 Request Authorisation to Bid,Activities,Key Decision: - HPs Response to Client,Input Local Authorisation Form Opportunity Investigation Request for Proposal (RFP) Invitation to Quote (ITQ) Risk and Opportunity Analysis Model (ROAM),Output Project Manager Appointment Client Requirements Project Mission and Objectives Bid Plan Bid Quality Review Local Authorisation Form,1.0 Initiation Phase - Overview,Objective: Manage HPs opportunity cost,Key Decision: - HPs Response to Client,1.1 Appoint Project Manager,1.2 Estimate BID Effort,1.3 Perform Quality Review of Engagement,1.4 Request Authorisation to Bid,Engagement Opportunity,Planning and Proposal,Activity 1.1 Appoint Project Manager,Task 1.1.1 Select Project Manager,Task 1.1.3 Review Project Requirements,Task 1.1.2 Establish Project File,Local Authorisation Form Opportunity Investigation Request for Proposal (RFP) or Invitation to Quote (ITQ) Risk & Opportunity Analysis Model (ROAM) HPC Form,1.1.1Project Manager EngagementPMT5200Letter and Project Charter,1.1.2Project FilePMC1250,1.1.3Client RequirementsPMT1080,1.1.2Project File - EstablishedPMC1250,1.1.1Project Manager EngagementPMT5200Letter and Project Charter,Input,OutputTools,1.0 Initiation Phase,Project File in Initiation Phase,1.1 Appoint Project Manager,1.2 Estimate BID Effort,1.3 Perform Quality Review of Engagement,1.4 Request Authorisation to Bid,Engagement Opportunity,Planning and Proposal,Activity 1.2 Estimate Bid Effort,Task 1.2.1 Complete Project Mission and Objectives,Task 1.2.2 Develop Bid Plan,1.1.3Client RequirementsPMF1080,1.1.3Client RequirementsPMF1080 1.2.1Project Mission and ObjectivesPMT1100,1.2.2Bid PlanPMT1200,1.2.1 Project Mission and ObjectivesPMT1100,Input,OutputTools,1.0 Initiation Phase,1.1 Appoint Project Manager,1.2 Estimate BID Effort,1.3 Perform Quality Review of Engagement,1.4 Request Authorisation to Bid,Engagement Opportunity,Planning and Proposal,Activity 1.3 Perform Quality Review of Engagement,Input,OutputTools,Task 1.3.1 Review Project Documentation,Task 1.3.2 Perform Quality Review,1.1.2Project FilePMC1250 1.1.3Client RequirementsPMF1080 1.2.1Project Mission and ObjectivesPMT1100 1.2.2Bid PlanPMT1200,1.1.2Project FilePMC1250 1.2.1Project Mission and ObjectivesPMT1100 1.2.2Bid PlanPMT1200,1.3.2Quality Review - MinutesPMF6051,1.3.1 Documentation Review,1.0 Initiation Phase,1.1 Appoint Project Manager,1.2 Estimate BID Effort,1.3 Perform Quality Review of Engagement,1.4 Request Authorization to Bid,Engagement Opportunity,Planning and Proposal,Activity 1.4 Request Authorization to Bid,Task 1.4.1 Present Recommendation for Approval,Task 1.4.3 Establish Bid Team,Task 1.4.2 Update Project File,1.2.1Project Mission and ObjectivesPMT1100 1.2.2Bid PlanPMT1200 1.3.2Quality Review - MinutesPMF6051,1.1.2Project FilePMC1250 1.4.1Local Authorisation,1.2.2Bid PlanPMT1200 1.4.1Local Authorisation,1.4.3Internal/External Resources- Bid TeamPMF5100,1.4.2Project File - UpdatedPMC1250,1.4.1 Local Authorisation,Input,OutputTools,1.0 Initiation Phase,Highlights of Initiation Phase,Project Mission and Objective Project Background Project Objective (Client) Critical Success Factor Exclusions Key milestones Constrain HP Objectives,Risk Management begins in the Initiation Phase and continues throughout the other phases: Sales team completes Risk and Opportunity Analysis Model (ROAM) Stresses value of formalized risk assessment process versus gut feeling Stresses control and profitability,Good decision: Improved win/loss ratio No bad projects!,Highlights of Initiation Phase(Continued),The Project Manager: Is assigned early in the process Reviews sales information on client and project Creates Project Mission and Objectives Develops Bid Plan Recommends next step May have an additional project review with client,Highlights of Initiation Phase,(Continued),As input to Phase 1, the Sales Team: Develops sales vision Conducts client evaluation Qualifies the Client: - Finds assurances that client can afford the solution - Determines whether client vision is compatible with HP mission Develops initial risk analysis (ROAM),Highlights of Initiation Phase,(Continued),1 out of 10 projects progress from Initiation Phase to Planning and Proposal Phase 3 out of 4 projects in the Planning and Proposal Phase progress to the Selection Phase 4 out of 5 projects in the Selection Phase progress to the Implementation Phase,Success Story: UK HP Consulting,Overview of Initiation Phase,Key Decisions,Review Points,Selection of Project Manager (1.1.1),Bid Recommendation (1.4.1),Quality Review of Engagement (1.3),Input Approved Bid Plan Local Authorisation Form Client Information Client Requirements Project Information Service Methodologies,Output Solution Design Scope of Work Project Plan (Including Risk Plan, Support Plan, and Warranty Plan) Project File Local Pricing Worksheet Client Proposal Local Authorisation Form Project Plan/Proposal Quality Review,Objective: Design solution, develop project plan, and present a winning proposal,2.0 Planning and Proposal Phase - Overview,Key Decisions: - Design - MOC Inclusions - Risk - Scope - Project Plan - ERP,2.2 Develop Project Scope Statement + WBS,2.3 Develop Project Schedule,2.4 Establish Project Resource Requirements,2.5 Develop Project Risk Management Plan,InitiationPhase,Planning and Proposal (continued Part 2),Activity 2.1 Prepare Technical Solution,Task 2.1.1 Review Client Requirements,Task 2.1.7 Determine Service Methodologies and Knowledge for Reuse,Task 2.1.2 Evaluate Management of Change,2.1.2Client Requirements - Management of ChangePMF1080,1.2.1Project Mission and ObjectivesPMT1100 1.2.2Bid PlanPMT1200 2.1.3Client RequirementsPMF1080,1.2.1Project Mission and ObjectivesPMT1100 2.1.3Client RequirementsPMF1080 2.1.4Internal/External Resources - Third PartyPMF5100 2.1.5Internal/External Resources - SubcontractorPMF5100,2.1.5 Internal/External Resources - SubcontractorPMF5100 2.1.5 Subcontractor QualificationPMT5600,2.1.4Internal/External Resources - Third PartyPMF5100,2.1.2Client Requirements - Management of ChangePMF1080,Input,OutputTools,2.1 Prepare Technical Solution,1.2.1Project Mission and ObjectivesPMT1100 1.2.2Bid PlanPMT1200 2.1.3Client RequirementsPMF1080,1.1.3 Client RequirementsPMF1080 1.2.1 Project Mission and ObjectivesPMT1100 1.2.2 Bid PlanPMT1200,2.1.3Client Requirements PMF1080 2.1.4Internal/External Resources - Third PartyPMF5100 2.1.5Internal/External Resources - SubcontractorPMF5100 2.1.6Project Mission and ObjectivesPMT1100,Task 2.1.3 Review with Client,Task 2.1.4 Select Third-Party Products and Services,Task 2.1.5 Select Subcontractor,Task 2.1.6 Update Project Mission and Objectives,Task 2.1.8 Design Client Solution,2.1.3Client Requirements - ReviewedPMF1080,2.1.1Client Requirements - Solution RequirementsPMF1080,2.1.7Service MethodologiesPMF1300,2.1.6Project Mission and ObjectivesPMT1100,2.1.8Solution DesignPMT1350,2.1.7Service MethodologiesPMF1300,2.1 Prepare Technical Solution,2.2 Develop Project Scope Statement and WBS,Concise definition of the project objectives Overview of the end product, service, or system deliverables Detailed description of the size, type, quantity and other pertinent characteristics of deliverable components Solution Design overview Project Milestones Definition of HP and client responsibilities Warranty and support requirements Project exclusions Description of scope change process,2.2.4 Develop Work Breakdown Structure,Clearly defined in terms of quality Aligned with one resource or resource group Estimated and tracked cost and timeline,2.3 Develop Project Schedule,Effort and Duration estimates consist of the time available to complete the task and the resources required to complete the task within the available time frame.,Task dependencies establish the relationship between tasks. They can include SF-Start to Finish, SS-Start to Start, FF-Finish to Finish and FS-Finish to Start. Lead and Lag relationships are common .,Milestones represent significant events in the project life cycle.,Effort/Duration,Task Dependencies,Milestones,2.4 Establish Project Resource Requirement,The resource plan contains: Resource Summary Organizational Structure Human Resource Plan Performance management Practices Transfer to Warranty Provisions Mobilization Plan Reference,2.5 Develop Project Risk Management Plan,Identify Project Risk Technical Challenges Legal Issues Project Schedule Regulatory Issue Project Budget Market Action Risk Assessment Summary,2.6 Develop Additional Preliminary Project Plan,Quality Plan Delivery Plan Acceptance Plan Testing plan Acceptance Criteria and Procedures Communication Management Plan Warrant and Support Plan,2.7 Develop Project Budget,Develop Human Resource Cost Estimate Materiaks and Supplies Develop Mobilization Costs Incorporste Risk management Costs Establish Management Reserve Define Client Value Establish Solution Price,2.9 Perform Quality Review,Have the client requirements been adequately addresssed in Solution design? Has the Project Plan identified all of the work packages and resources required for delivering the solution? Does the project organisation provide the necessary level of support and control? Is the project time line adequate for the scope of work? Have all of the project costs been identified and accurately estimated Have all of the project risk factors been identified,Input Proposal Project Plan Risk Management Plan,Output Final Project Plan and Solution Proposal Project Baseline Close the Deal (Contract Signed) Project Snapshot,Objective: Win client business in support of HPs business objectives,3.0 Selection Phase - Overview,Key Decisions: - HPs Response to changes - Contract T&Cs,Input Scope of Work Project Plan Client Contract Project File,Output Project Tracking and Control Implemented Solution Invoices Client Acceptance of Solution Client Evaluation of HP Project Snapshot,Objective: Deliver project within time, budget, and scope while maximising client satisfaction,4.0 Implementation Phase - Overview,Key Decisions: - Performance - Risk - Acceptance - Changes,Input Implemented Solution Warranty Plan Project Plan Contract Post-Implementation Report,Output Project Closeout Warranty Services Delivered Closeout Report Transition to Appropriate Support,Objective: Provide warranty support to clients satisfaction,5.0 Warranty Phase - Overview,Input Support Plan Client Contract Post-Implementation Report,Output Appropriate Documents T