某项目管理projectm3(英文版)

单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,Dec. 2001,Wanjun JIANG GSM PKU,*,Topic 3Project Planning,Dec. 2001,Wanjun JIANG GSM PKU,I. Project management process,Dec. 2001,Wanjun JIANG GSM PKU,Project Management Process,Arrows represent flow of documents and documentable items,Initiating,processes,Planning,processes,Controlling,processes,Executing,processes,Closing,processes,Dec. 2001,Wanjun JIANG GSM PKU,Initiating processes-recognizing that a project or phase should begin or and committing to do so,Planning processes-devising and maintaining a,workable scheme,to accomplish the business need that the project undertaken to address,Executing processes-,coordinating,people and other resources to carry out the plan,Controlling processes-,ensuring,that project objectives are met by monitoring and measuring progress and taking corrective action when necessary,Closing processes-formalizing,acceptance,of the project or phase and bringing it to an orderly end,Dec. 2001,Wanjun JIANG GSM PKU,Initiating process,The formal initiating links the project to the ongoing work of the performing Org.,Inputs: product description; strategic plan; project selection criteria; historical information,Tools and techniques: project selection methods; expert judgement,Outputs: project charter; project manager identified/assigned; constrains; assumptions,Dec. 2001,Wanjun JIANG GSM PKU,Planning processes,Core process,Facilitating process,Scope,planning,Scope,Def,.,Activity,Def.,Activity,sequencing,Resource,planning,Duration,estimating,Cost,estimating,Schedule,development,Cost,budgeting,Project plan,development,Quality,planning,Communications,planning,Risk,identification,Risk,quantification,Risk response,development,Organizational,planning,Staff,acquisition,Procurement,planning,Solicitation,planning,Dec. 2001,Wanjun JIANG GSM PKU,Planning is of major importance to a project because the project involves doing something which has not been done before.,The processes above are subject to to frequent iterations prior to competing the plan. For example, if the initial completion date is unacceptable, project resources, cost, or even scope may need to be redefined. In addition, planning is not an exact science-two different teams could generate very different plans for the same project.,Dec. 2001,Wanjun JIANG GSM PKU,Scope planning: developing a written scope statement as the basis for future project decisions,Scope definition: subdividing the major project deliverables into smaller, or manageable components,Activity definition: identifying the specific activities that must be performed to produce the various project deliverables,Activity sequencing: identifying and documenting interactivity dependencies,Activity duration estimating: estimating the number of work periods which will be needed to complete individual activities,Schedule development: analyzing activity sequences, activity durations, and resource requirements to create the project schedule.,Resource planning: determining what resources (people, equipment, materials) and what quantities of each should be used to perform project activities.,Dec. 2001,Wanjun JIANG GSM PKU,Cost estimating: developing an approximation (estimate) of the costs resources needed to complete project activities.,Cost budgeting: allocating the overall cost estimate to individual work items,Project plan development: taking the results of other planning processes and putting them into a consistent, coherent document.,Quality planning: identifying which quality standards are relevant to the project and determining how to satisfy them,Organization planning: identifying, documenting, and assigning project roles, responsibilities, and reporting relationships,Staff acquisition: getting the HR needed assigned to and working on the project.,Dec. 2001,Wanjun JIANG GSM PKU,Communication planning: determining the information and communications needs of the stakeholders: who needs what information, when will they need it, and how will it be given to them.,Risk identification: determining which risks are likely to affect the project and documenting the characteristics of each.,Risk quantification: evaluating risks and risk interactions to assess the range of possible project outcomes,Risk response development: defining enhancement steps for opportunities and responses to threats,Procurement planning: determining what to procure and when,Solicitation planning: documenting product requirements and identifying potential sources.,Dec. 2001,Wanjun JIANG GSM PKU,Executing processes,Facilitating processes,Project plan,execution,Information,distribution,solicitation,Team,development,Source,selection,Scope,vertification,Quality,assurance,Contract,administration,Dec. 2001,Wanjun JIANG GSM PKU,Project plan execution:,carrying out the project plan by performing the activities included therein.,Scope verification:,formalizing acceptance of the project scope,Quality assurance:,evaluating overall project performance,on the regular basis,to provide confidence that the project will satisfy the relevant quality standard,.,Team development:,developing individual and group skills to enhance project performance,Information distribution:,making needed information available to project stakeholders in,timely manner,Solicitation:,obtaining quotations, bids, offers, or proposal as appropriate,source selection:,choosing from among,potential,sellers,contract administration,: managing the relationship with the seller,Dec. 2001,Wanjun JIANG GSM PKU,Controlling processes,facilitating processes,Performance,reporting,Overall change,control,Scope change,control,Schedule,control,Risk response,control,Cost,control,Quality,control,Dec. 2001,Wanjun JIANG GSM PKU,Project performance must be measured regularly to identify variances from the plan. The variance are fed into the control process in the various knowledge areas.,Overall change control: coordinating changes across the entire project,Scope change control: controlling change to project scope,Schedule control: controlling changes to the project schedule,Cost control: controlling changes to the project budget,Quality control:,monitoring specific project results to determine if the comply with relevant quality standards and identifying ways to eliminate causes of unsatisfactory performance,Performance reporting:,collecting and disseminating performance information, including status reporting, progress measurement, and forecasting,Risk response control: responding to changes in risk over the course of the project.,Dec. 2001,Wanjun JIANG GSM PKU,Closing processes,Contract,close-out,Administrative,closure,Dec. 2001,Wanjun JIANG GSM PKU,Administration closure:,generating, gathering, and disseminating information to formalize phase or project completion,Contract close-out:,completion and settlement of the contract, including resolution of any open items,.,The process illustrated above meet the test of general acceptance-they apply to most projects most of time. However, not all of the processes will be needed on all projects, and not all of the interactions will apply to all projects. When there is a need to make change, the change should be clearly identified, carefully evaluated, and actively managed.,Dec. 2001,Wanjun JIANG GSM PKU,II. Project Planning,Dec. 2001,Wanjun JIANG GSM PKU,Why do I need a P.O.D.?,To provide a baseline of information for approval or rejection of the project proposal,To identify roles and responsibilities before the project is started,To define completion (success) in advance,Dec. 2001,Wanjun JIANG GSM PKU,P.O.D. Function,Identify key assumption,Define initial project scope,project completion criteria,functions addressed and not addressed,work products and their completion criteria,major activities,significant dependencies,Dec. 2001,Wanjun JIANG GSM PKU,P.O.D. Function 2,Identify resource requirements,responsibilities(organization),skills,time estimates,material resources,project cost,Determine preliminary schedule,The P.O.D. Should be formal proposal,Dec. 2001,Wanjun JIANG GSM PKU,P.O.D. Minimum content,Introduction,Key assumption,Roles and responsibilities,Major products,Completion criteria,Estimated schedule,Estimated cost,Dec. 2001,Wanjun JIANG GSM PKU,Why plan the P.O.D. ?,To manage risk,To maximize return on investment,To ensure client satisfaction,To communicate,Dec. 2001,Wanjun JIANG GSM PKU,In the beginning.,Plans,Schedule,Scope,Resource,Dec. 2001,Wanjun JIANG GSM PKU,P.O.D. Planning Process,Define the products,Identify technical activities,Estimates hours for activities,Add level of effort hours,Determine dependencies,Identify staffing,Identify other resources,Identify utilization rate,Determine activity size,Determine activity duration,Develop estimated schedule,Dec. 2001,Wanjun JIANG GSM PKU,1. Define the products,Standard products from:,Design project:,system requirements report,system design report,implementation phase plan,Implementation project:,detailed program specifications,programs and programs documentation,installation plan,Dec. 2001,Wanjun JIANG GSM PKU,Non-standard products:,First of its kind?,First in this company?,First at this location?.,Dec. 2001,Wanjun JIANG GSM PKU,2. Identify the technical activities,Example: design project, activities include:,1.Orientation,2. Interview standards,3. Global interview preparation,4. Standards for requirements report(SRR),5. Interviews: individual preparation; interview; minutes; confirm,6. Consolidate data,7. Write requirement report,8. External design phase plan,9. External design standards,10.External design phase,11. Internal design phase,Dec. 2001,Wanjun JIANG GSM PKU,3. Estimate hours for activities,Activities work hours,1.Orientation(30hrs, 6 people) 180,2. Interview standards 160,3. Global interview preparation 80,4. Standards for requirements report(SRR) 60,5. Interviews (20) 640( 16x2 people x20),individual preparation 4,interview 4,minutes 4,confirm 4,6. Consolidate data 600,7. Write requirement report 140,8. External design phase plan 80,9. External design standards 60,10.External design phase 2000,11. Internal design phase 2000,Project total 6000,Dec. 2001,Wanjun JIANG GSM PKU,4. Add level of effort hours,Project management,Change investigation,Project meetings,.,Dec. 2001,Wanjun JIANG GSM PKU,5. Determine dependencies,“logical” order of activities,predecessors / successors,uncover missing activities,initially ignore resource constrains,identify critical path: the critical path is the path of longest duration through network; the task on the critical path is critical task,Dec. 2001,Wanjun JIANG GSM PKU,Determine dependencies,1,2,5,6,3,8,7,10,9,4,11,Dec. 2001,Wanjun JIANG GSM PKU,6. Identify staffing,Internal personnel/skills,External personnel/skills,Dec. 2001,Wanjun JIANG GSM PKU,7. Identify other resources,Dedicated test configuration,Laser printers for documentation,Word processing support,.,Dec. 2001,Wanjun JIANG GSM PKU,8. Identify utilization rate,Hours available=2080(52x5x8),education 80,vacation+holidays 160,administration 80,personal 80,others 80,Total non-productive hours 480,Total productive hours 1600,Dec. 2001,Wanjun JIANG GSM PKU,Utilization vs. Project duration,(173 hours per month),Dec. 2001,Wanjun JIANG GSM PKU,9. Determine activities size(utilization 75%),Activities work hours weeks,1.Orientation(30hrs, 6 people) 180 6.0,2. Interview standards 160 5.3,3. Global interview preparation 80 2.7,4. Standards for requirements report(SRR) 60 2.0,5. Interviews (20) 640( 16x2 people x20) 21.3,individual preparation 4,interview 4,minutes 4,confirm 4,6. Consolidate data 600 20.0,7. Write requirement report 140 4.7,8. External design phase plan 80 2.7,9. External design standards 60 2.0,10.External design phase 2000 66.7,11. Internal design phase 2000 66.7,Project total 6000 200,Dec. 2001,Wanjun JIANG GSM PKU,10.Determine activity duration(technical staffing 6),Activities work hours weeks duration,1.Orientation(30hrs, 6 people) 180 6.0 1.0,2. Interview standards 160 5.3 1.3,3. Global interview preparation 80 2.7 1.3,4. Standards for requirements report(SRR) 60 2.0 2.0,5. Interviews(20) 640( 16x2 people x20) 21.3 3.8,individual preparation 4,interview 4,minutes 4,confirm 4,6. Consolidate data 600 20.0 4.1,7. Write requirement report 140 4.7 1.2,8. External design phase plan 80 2.7 2.0,9. External design standards 60 2.0 1.0,10.External design phase 2000 66.7 11.2,11. Internal design phase 2000 66.7 11.2,Project total 6000 200 33.6,Dec. 2001,Wanjun JIANG GSM PKU,11. Develop estimated schedule(requirements phase),Dec. 2001,Wanjun JIANG GSM PKU,P.O.D.planning process-another view,Define scope,-,Define the products,-Identify technical activities,-Estimates hours for activities,-Add level of effort hours,-Determine dependencies,Dec. 2001,Wanjun JIANG GSM PKU,Identify resources,-Identify staffing,-Identify other resources,Develop schedule,-Identify utilization rate,-Determine activity size,-Determine activity duration,-Develop estimated schedule,Dec. 2001,Wanjun JIANG GSM PKU,In the end .,Scope,Plans,Schedule,Resources,Dec. 2001,Wanjun JIANG GSM PKU,P. O. D.,Introduction,Key assumption,Roles & responsibilities,Major products,Completion criteria,Estimated schedule,Estimated cost,Dec. 2001,Wanjun JIANG GSM PKU,When the process is complete.,Evaluate risk in the P.O.D.,Revisit the process to contain/reduce risk,Revise outputs accordingly,Iterate until “ready for project assurance”,Dec. 2001,Wanjun JIANG GSM PKU,“We never have the time to do it right the first time, but we always have time to do it over.”,“If we dont have time to do it right the first time, when are we going to have time to fix it?”,Dec. 2001,Wanjun JIANG GSM PKU,III. Project planning,Dec. 2001,Wanjun JIANG GSM PKU,Why plan?,To manage risk,To increase user satisfaction,No surprises,Total team ownership,To communicate,To gain support and understanding,To know what you have do,To know how you will go about doing it,To provide a baseline for tracking progress,To manage change,To establish completion criteria,To minimize time, costs, and other resources needs,Dec. 2001,Wanjun JIANG GSM PKU,Dec. 2001,Wanjun JIANG GSM PKU,Project plans,Work plan support plan,Staffing plan project review,Other resources plan documentation,Facilities plan approval/sign-off,Change control plan training,Status reporting plan system test,Financial plan installation,Document control plan,Contingency plan,Dec. 2001,Wanjun JIANG GSM PKU,Planning baseline,P.O.D.,Assumptions,Other commitments,identify,business decision to accept or reject,incorporate into baseline plan,actions required,get plan signed off by user,place approved baseline plan under change control,Dec. 2001,Wanjun JIANG GSM PKU,Planning process,1. Define the products,2. Identify tasks and subtasks,3. Develop precedence diagram,4. Assign hours to tasks,5. Determine staff hours available,6. Assign tasks to resources & balance against schedule,7. Add management tasks,8. ITERATE until complete,9. Prepare remaining plans and summaries,Dec. 2001,Wanjun JIANG GSM PKU,Step,1. Define the products,Product types and sources,Types: P.O.D. Deliverables;,Support products,Sources:,P.O.D.,Materials(deliverables),Deliverable guidelines,Statement of work,Other,Dec. 2001,Wanjun JIANG GSM PKU,Standard products,resources,time,Dec. 2001,Wanjun JIANG GSM PKU,Step,2. Identify tasks and subtasks,Types of task:,standard;,project-related;,level-of -effort,Sources,Department documentation,procedures+guidelines,Brainstorming sessions,Experienced people,Dec. 2001,Wanjun JIANG GSM PKU,Dec. 2001,Wanjun JIANG GSM PKU,Standard major tasks,Requirements definition Internal design,plan and organize the project plan, organize internal design,orient the project participants develop internal system structure,establish the interview and data develop program function specs,gathering plan develop data files specs,conduct interviews complete system design report,consolidate interview data dev