项目管理 Project Management Seminar

Body Text,Second Level,Third Level,Fourth Level,Fifth Level,Click to edit Master title style,Project Management Leadership,Nick Arnold,December 2002,Agenda,Managing by Project,Recognizing Project Organizations,Challenges of Project Organizations,Best Practice Infrastructure & Communication,Best Practice Organization and Human Capital,Project HR & Leadership,世界顶尖企业转型,平整化,突破界限,按级别划分,/,部门划分,实业型,经济,整合与外部采办,合资、联盟、合作,合并、收购、分拆,知识型,经济,-,business,静态,动态,-,culture,国际网络,-,Tom Peters,Business Guru,“,In the new economy,all,work is project work.”,New Economy Transformations,Why is most work Project Work?,More focus and value on human and intellectual capital (Knowledge workers),Shift from primary focus on product and manufacturing/distribution/retail capabilities,Empower and manage people via projects,Solutions tailored to customer,Solutions include products and services,Customers include internal and external,Manage solution delivery as projects,Business agility to adjust to market,More granular control via projects,75%,Transformations Fail,95% of these are HR Related,Quality stabilizes an Organization,Productivity disrupts and organization,Productivity must come first,Lock in with Quality,USA Quality issue 1973-1995,Between 73 and 95 productivity growth dropped from 3% to1% and year,Loosing Est. $10Trilion in GDP,The Quality Vs Productivity,Why project systems must be flexible?,What is a Project,“,A temporary endeavor undertaken to create a unique product, service, or result.”,Temporary,-,Projects, unlike operations, have a definite beginning and end, with a defined budget, timeframe, and scope.,Unique,-,Every project,is different, even if its for a similar product, service, or result.,Performed by cross-functional,project teams, people who are brought together from various groups specifically for that effort,Projects are constrained by,limited resources,and must be,planned, executed, and controlled,.,Project Management Institute PMBOK 2000,Product Lifecycle,Projects as part of Planning and Execution,Project,Services,ImplementationServices,Product,Supply Chain,Product,Sales and,Support,Project Services,Product,Development,Lifecycle,Project,Services,ProductData Management,Warranty &,Support Services,Development,Rollout,Implementation,Training,Planning and Execution Systems,Strategy,Implementation,Manage by Project,As Means to Implement Business Strategy,Business initiatives managed as projects,Internal management and deployment of resources for unique, non-operational efforts,Regardless of your products and/or services,Enterprise management and control of a companys project portfolio via project office,Driven across enterprise operations,Visibility to all project stakeholders,Strategic decision making based on integration, prioritization, communication, and control of projects,Benefits of Managing by Project,Enhance your organizations visibility, accountability, control, and agility.,Visibility,: View of all organization initiatives broken down by projects,Accountability,: Ownership of the projects,Control,: Ongoing management of the projects based on many,KPIs,Agility,: Ongoing evaluation and review of projects,Benefits of Managing by Project,Illustration of GL,vs,Project,Visibility, Accountability, Control, and Agility,$400,000,$88,000,$25,000,100,$513,000,$525,000,+$8,000,Salaries,Expenses,Overhead,Headcount,Total (Actual),Budget,Variance,By Traditional Reporting:,Monthly GL-based Reports,Project One,Project Two,Project Three,Project Four,Project Five,By Project and Program:,Weekly Status, Utilization, Workforce Planning, and more!,Workforce Planning,Resource Utilization,Overall Project Status,Program A,Cost Center 800.,Example Weekly Progress Report,Benefits of Managing by Project,Project Progress Report and,KPIs,Financials Implementation,ABC Corporation,Amy Marlin,In Trouble,2 key roles to be staffed,31-Mar-2001,30-Apr-2001,1872,4504,45%,48%,194,578,413,340,361,000,356,500,-16%,28%,-7,Project,Customer,Project Manager,Progress Status,Highlights,Original Completion Date,Estimated Completion Date,Labor Hours to Date,Labor Hours EAC,% Complete,Earned Value,Actual Cost to Date,Forecast Cost,Prior Forecast Cost,Budget Cost,Forecast to Budget Cost Variance %,Forecast Margin %,Forecast to Budget Margin Variance,Activity,Responsibility,Overall Status,Financial Accountability and Control,Margin at Project Level,(for contract projects),Progress,Progression of Project Management,Project Accounting,and Project Management,Enterprise Project Management,Collaborative Project Management,Agenda,Managing by Project,Recognizing Project Organizations,Challenges of Project Organizations,Best Practice Infrastructure & Communication,Best Practice Organization and Human Capital,Project HR & Leadership,Types of Project Organizations,Service,Firms,and,Lines of Business,Enterprise focused on providing service to other companies,(Consulting, Engineering &Construction, Staffing, Advertising),Services LOB within a larger enterprise,(Development, Implementation Services in Product Company),Service,Departments,Within an Enterprise,Departments that provide services to other organizations within the enterprise,(IT, Marketing, Research & Development, Capital Improvements, Training),Every company has Project Organizations in their structure.,Types of Projects,Contract Services,Bill based on deliverables or work performed,Typical Industries,Professional Services,Engineering Design,Construction,Govt,Contractors,Higher Ed/Research,Outsourcing,Traditional Project Companies:,Project-Centric Business,Types of Projects,Contract Services,Bill based on deliverables or work performed,Typical Industries,Professional Services,Engineering Design,Construction,Govt,Contractors,Higher Ed/Research,Outsourcing,Traditional Project Companies:,Project-Centric Business,Non-Traditional Project Companies:,Project-Centric Activities within the Business,Capital Expenditures,Capital Development or Improvements,Track cost and capitalize as asset,Typical Industries/Functions,Telecom,Utilities,Real Estate,Any capital asset building or maintenance,InternalServices,Indirect Activities,Business Processes,Track effort and cost. May allocate costs out,Typical Functions,IT,Marketing,Product Development,R&D,Training,Bid & Proposal Work,Examples of Projects,Create design for a new waste treatment facility,Deliver expert report on impact of a policy change,Implement customized network hardware,Provide hosting services,Expand,teleco,infrastructure for a growing metro area,Remodel a chain of retail stores,Upgrade/repair capital facility,Implement a new,eCommerce,solution,Create/research a new product offering,Produce a major motion picture,Develop training materials,Contract,Capital,Indirect,Agenda,Managing by Project,Recognizing Project Organizations,Challenges of Project Organizations,Best Practice Infrastructure & Communication,Best Practice Organization and Human Capital,Project HR & Leadership,Delivery Realities for Project Organizations,Faster, global project delivery,Demand for accelerated project completion,Scarcity of skilled resources,Global projects leveraging global organizations and partners,New business models and technologies,More focus on full service approach,More fixed price projects,Collaboration with customers and partners,Introduction of collaborative hubs,Typical Project Operations Today,CUSTOMERS,Contracts,Marketing,Sales,CustomerManagement,PEOPLE,EmploymentEvents,Hiring,ProfessionalDevelopment,Comp.and Benefits,MONEY,Treasury,Invoices,Accounting,CashManagement,Project,Staffing,Planning &,Scheduling,Project,Collaboration,Project,Accounting,KNOWLEDGE,KNOWLEDGE,KNOWLEDGE,KNOWLEDGE,PROJECTS,Islands of Information,Challenges for Project Organizations,Non-integrated enterprise systems to support the full project lifecycle,Opportunities, Bids, Contracts,Schedule, Staffing, Documents, Change Orders,Progress, Budget & Forecasts, Financial Accounting,Interaction with collaborative hubs,No integration with enterprise systems,May need to interact with multiple hubs based on each contracts terms,Poor team and HR Productivity,Agenda,Managing by Project,Recognizing Project Organizations,Challenges of Project Organizations,Best Practice Infrastructure & Communication,Best Practice Organization and Human Capital,Project HR & Leadership,Best Practice Infrastructure - Projects,Complete:,Streamline full project lifecycle integrated with your global enterprise operations.,Collaborative:,Share and exchange relevant information with all project stakeholders via easy to use web interface, secured by role.,完整的项目解决方案,完整的项目生命圈,Intelligence,人员,资金,消费者,知识,项目,智能,建立智囊团的基础：,项目,消费者,人员,文档,财务,完整的项目解决方案,完整的项目生命圈,Intelligence,人员,资金,消费者,知识,项目,项目财务,项目列项,机会管理,合同管理,资源管理,项目管理,项目经营,项目协作,智能,建立智囊团的基,础：,项目,消费者,人员,文档,财务,Intelligence,智能,资金,消费者,知识,人员,项目,项目财务,项目帐单,机会管理,合同管理,资源管理,项目管理,项目经营,项目协作,招聘,临时人员,技术管理 & 专业发展,聘佣事件,补偿,利益,人力资源智能,文档仓库,目录管理,出版 & 预订,搜索引擎,专业团体,营销,产生潜在顾客,互联网商店,机会管理,客户管理,协作,消费者智能,财务,传播管理,帐单 & 捐款,采购 & 支付,资产,财产管理,现金管理 & 财政,财务智能,完整的项目解决方案,项目: 完全的,协作的解决方案,项目,项目成本,项目帐单,机会管理,合同管理,资源管理,项目管理,项目经营,项目协作,智能,项目 & 活动,经理,团队成员,合伙人 & 供应商,管理执行者,消费者赞助商,业务发展经理,以任务为基础的，人格化的,所有项目利益相关者,所有利益相关者协作入口,人格化对待所有利益相关者,通过数据信息统一观点,深挖交易和情报资料,项目可以企业化或作为企业内部活动,项目,公司,A,(,消费者,),公司,C,(,合伙企业,),公司,D,(,安置职工代理,),公司,E,(,转包商,),公司,B,(,合伙企业,),Legend,供应资源和服务,服务支付,组织内部,一个项目的所有参与者人格化观点,电子商务网络中心,公司间的自动信息流,公司,A,公司,J,公司,I,公司,H,公司,G,公司,F,公司,C,公司,B,电子商务网络中心,公司,D,公司,E,为项目服务的电子商务网络中心,项目交换,项目团队工作和合作,每一公司运作自己业务的地方系统,沟通,进程报告,项目计划,项目团队,文档,交换市场,买卖双方接触的地方,电子商务网络中心,People,Money,Customers,Knowledge,Projects,ProjectAccounting,Project,Intelligence,Business,Development,Contract,Management,Resource,Management,ProjectManagement,Project,Administration,Project,Collaboration,People,Money,Customers,Knowledge,Projects,ProjectAccounting,Project,Intelligence,Business,Development,Contract,Management,Resource,Management,ProjectManagement,Project,Administration,Project,Collaboration,People,Money,Customers,Knowledge,Projects,ProjectAccounting,Project,Intelligence,Business,Development,Contract,Management,Resource,Management,ProjectManagement,Project,Administration,Project,Collaboration,People,Money,Customers,Knowledge,Projects,ProjectAccounting,Project,Intelligence,Business,Development,Contract,Management,Resource,Management,ProjectManagement,Project,Administration,Project,Collaboration,公司 1,全部服务组织,公司 2,全部服务组织,公司 3,仅项目,公司 4,仅项目,通过项目进行管理,作为项目的管理独特成就,完整的项目生命圈,低运作成本,改善生产力和效率,改善项目交付,:,时间, 预算,范围,质量,改善组织可见性,可说明性,控制,和敏捷,改善决策,g,结果,:,改善消费者满意度,利益最大化,Agenda,Managing by Project,Recognizing Project Organizations,Challenges of Project Organizations,Best Practice Infrastructure & Communication,Best Practice Organization and Human Capital,Project HR & Leadership,Agenda,Managing by Project,Recognizing Project Organizations,Challenges of Project Organizations,Best Practice Infrastructure & Communication,Best Practice Organization and Human Capital,Project HR & Leadership,RAFT: AT THE MERCY OF THE CURRENTS,Raft At the mercy of the currents,Dory Be your own person,DORY REGATTA:BE YOUR OWN PERSON,Dory Regatta Be your own person,Galley Autocratic Leadership,Sea Going Canoe Participative Leadership,7,Keys steps to a Performance Project Management Culture,Reward for results,Extensive use of Metrics,Rapid Learning,Rewards for Innovation and Risk Taking,Hiring and Retention based on Capability,Individual Motivation,Reward Cooperation & Punish,Beuracracy,1.,Reward for Results,Differentiate rewards,Meritocracy = Results ( Not loyalty relationships),Pay for the results up to 25% of pay on performance not behavior,Managers rewarded for improved Human Capital (Recruitment & Development),Ownership Stock Options & Long Term. The Top 20% get the message performance matters.,2.,Metrics,Fact Based Decisions, based on what works Data in people practices (HCI / Six Sigma),Individual Accountability measures tied to individual effort,Recognition Comparison Metrics,Competition Everywhere Metrics distributed to build competition ( embarrassment),Continuous Assessment,Forced Ranking,3 -,Rapid Learning,Individual Responsibility be on Leading edge,All Level learning Top, Middle and Bottom,On Job Learning. Assignments & Transfers & on Job Assessment,Rapid Sharing what works & what FAILED,Open book management Information is made available to build understanding,Confrontation Workout and constructive confrontation,Paranoia Someone else is better compare.,4 ,Reward Risk Taking,Reward Risk taking and failures,Innovation is competitive advantage (expect disruptive technologies and management solutions),Improvement Scenarios Think a year ahead,5 -,Great Hiring,External Hires hire competitors, learn secrets & Innovate from top,Abilities. Hire based on DEMONSTATED capability not potential or experience,Diversity of culture teams with no stereotypes,Retention A conscious effort to motivate and retain top 25%,6 -,Reward Individual Effort,Individual treatment make personalization for top contributors & leaders,Right Person Right Task or Job,Listen to feedback and employees,7-,Reward Cooperation,Transition out bottom performers (5-10%),Hoarding Penalties for having information silos,Boundryless,Thinking,Company and project first,Cooperation measure and reward,Cross Functional,Fight Bureaucracy,Demonstrate Personal Leadership,终生领导艺术管理学院,终生领导艺术管理学院,Welcome,情境领导,欢迎您,Why Situational Leadership,The worlds most popular Leadership Program,Attended by over 10,000,000 people worldwide,Developed By Dr Paul,Hersey,and Dr Ken Blanchard,Proven in the Worlds top Companies and used as regular training program,Incorporated in to many companies HR evaluation programs with the unique 360 feedback and coaching tool,World Wide Application in 16 Languages,Based on Proven Models and evolved through over 40 years of practical business use and academic research,Content rich multimedia learning with unique case studies to match real and relevant situations,Unique DVD with over 60 video case studies that allows for hundreds of tailored case study analysis options,Fully modular and supported with additional modular programs for sales, service and executive needs.,选择“情境领导”的十大理由,全球最受欢迎的领导力课程,全世界已有1000000经理人参加了的课程,由保罗赫塞和肯布莱查特共同创立,世界顶级企业认可，并作为常年必选的课程,很多公司将独特的360度评估作为人事评估的重要手段,已被译成16种语言在全球运用,情境领导模型的有效性被证实，同时40年来不断在实践和研究中得以完善更新,内容丰富、多媒体教学、案例分析、情境演绎,独特的,DVD,配有60多段案例分析，从而可以根据需要度身定制配套的案例分析,情境领导模型的普通适用性，在此基础上可延伸至情境销售，情境服务及其他管理方面的需要。,Fifth Third Bank,Ford Motor Company,Fore Systems,Forrest & Company,Foundation Health Systems,Garret Corporation,General Electric,General Motors Corp,General Physics,Glaxo Wellcome,Goodyear Tire Co.,GTE,Guardian Life,Gulfstream,Aerospace,Healthnet,Hershey Chocolate,Hewlett Packard,Hilton Hotels Corporation,Hoffman-,LaRoche, Inc.,Hughes Aircraft,IBM Corporation,Intel,Jaguar Cars,Key Bank,Lockheed,Lucent Technologies,Manulife,Financial,March of Dimes,Marriott Corporation,Martin Marietta,Monsanto,Montana Dept. Highways,Motorola,Nabisco Foods,Nalco Chemical,AAA,Accenture,.A,dvanced Micro Devices Aetna Air Canada,Albertsons,Alcoa American Association of,Critical Care Nurses,American Express American Management Assoc. Arthur Anderson Co. Ball Corporation Bank of America Best Western Boy Scouts of America Bristol Myers Buck Knives Canadian National Defense Caterpillar Inc. Center for Creative Leadership Colgate-Palmolive,Compuware,Continental Bank Covenant House Daimler Chrysler Daishowa Deloitte Consulting Discover Card DuracellFBI Federal Aviation Administration Federal Express FedEx Ground,Youre in Very Good Company,优秀公司的共同选择,NISH Nortel Pacifica Papers IncPaine Webber,Pitney-Bowes Potlatch Presbyterian Child Welfare AgencyProctor & Gamble Corporation RL Polk & Co. Roadway Express Rogers Communication Rowan-,Cabarrus,Community College,Royal Bank of Canada,Sasktel,SBC Communications SCA Hygiene Products Scott Specialty Gases Seagram Americas Southern California Edison Spectra Physics State of Oregon,Steelcase,St. John Institute Sybase Tetra / Second Nature Union Carbide/ Praxair University of Toledo US Air Force,USAirways,US Army US Border Patrol USDA Washington Mutual Watson Laboratories,.,.,你失去了他！,.,Lets See How Well,You Are Assessing Readiness,看看你是否能正确地,评估跟随者的状态,Melissa,Jon,Your Situation,情境#1,Your group has been dropping in productivity during the last few month. Members have been unconcerned with meeting objectives. Role defining has helped in the past. They have continually needed reminding to have tasks done on time. The group is relatively new to the job.,在过去的几个月里，你带领的团队工作效率下降。团队成员对达到会议制定的目标漠不关心。以前严格职责分配的做法起到过有效的作用。他们仍然需要不停地被提醒及时地完成工作。这项任务对团队来说是一项新工作。,What Will You Do?,你会怎么做？,A Emphasize the importance of deadlines and tasks.,强调限期内完成工作的重要性。,B. Involve the group in problem solving.,要团队参与到问题解决中来。,C. Individually talk with members and set goals.,个别与团队成员交谈，并分别制定工作目标。,D. Do what you can to make the group feel important and involved.,你所做的让团队感到他们重要。,Scoring,评分,3,1,2,0,Your Situation,情境# 2,Productivity and group relations are good. You feel somewhat unsure about your lack of direction of the group.,生产效率和团队内部的关系非常好。但是你对怎么指导团队的方向信心不足。,What Will You Do?,你会怎么做？,A.,Allow the group to formulate its own direction.,让你的团队自己制定工作的方向。,B. Incorporate group recommendation, but see that uniform goals are maintained.,吸纳团队的建议，但是监督团队的方向一致,。,C. Allow group involvement in goal setting.Dont push.,让团队参与制定目标,。,D.Redefine goals and supervise carefully.,重新制定目标，并且密切地监督,。,Scoring,评分,3,1,2,0,技术技能,人际沟通技能,思维技能,高管层,中级管理层,主管层,一般员工,领导力,即影响他人的能力。,有效的领导力,是使你的行为适应于个人或团队工作表现的需要。,跟随者状态,：,是指跟随者接受、承担和完成某一项特定工作所表现出来的能力和意愿。,有信心,没有信心,有信心,没有信心,跟随者主导,领导者主导,高,低,能力,信心-他人,信心-自己,领导行为,高关系,低行为,高关系,高行为,低关系,低行为,低关系,高行为,关系行为,领导者投入双向沟通（或者多向），倾听，激励和情感支持。包括：,给予支持 沟通,积极倾听 提供反馈,工作行为,领导者关注确定职责，告知做什么，怎么做，何时何地。如果是团队，并告知具体谁负责谁。包括：目标制定，组织，建立进度表，给予指示，控制,Lets See How Well,You Are Assessing Leadership,看看你是否能正确地,评估跟随者的状态,Pat and Jan,2.6,3.3,4.9,1.2,23.3,Adaptability,=,N# =20,928 360 profiles,人数=20,928，360度全貌,（领导风格全貌）,风格应变度,跟随者状态,高关系,低行为,高关系,高行为,低关系,低行为,低关系,高行为,关系行为,工作行为,R4,有能力有意愿有信心,R3,有能力没意愿没信心,R2,没能力有意愿有信心,R1,没能力没意愿没信心,领导风格全貌,RASHAD LEE,推销式,告知式,参与式,授权式,领导力风格应变指数,主要领导风格,次要领导风格,领导风格范围,领导风格应变能力,360度领导力风格反馈报告,直接上级,同事,同事,下属,下属,下属,下属,自我评估,风格/准备状态对照表,Case Study,Composite Profile Adaptability,Time Two: 26.5 n= 1479,Time One: 22.5 n=1253,Macro: 23.3 n= 21k,Point Range: 14 to 32,Significant Change: 1.86,Time Two: 2.6,Macro: 2.7,Style One,Time One: 2.7,Time Two: 4.9,Macro: 5.02,Style Two,Time One: 5.1,Time Two : 3,Macro: 3.28,Style Three,Time One: 3.3,Style Four,Time Two: 1.5,Macro: 1.0,Time One: 0.8,.,影响力+360度，1/2天模块,高管层模块,高管层模块,360度评估和分析，1/2 天模块,核心课程，1-2天或高管层模块,360度评估,团队，1天半模块,新课程推出,-领导作为催化剂的角色,-情境领导的运用,Products,产品,Situational Leadership,情境领导,- Core,核心,- Lead 360 360,度领导力评估,- Power 360 360,度影响力评估,- Applied,Situational Sales,情境销售,Situational Service,情境服务,Example Integrated Implementation Plan,Requirements,discussion,Trial Group complete 360 online. 10days prior to 1,st,course,Trial Group Attend two day workshop including 360 and Charting,Feedback session with LLA to discuss Roll out plan,Trail Group are used to help determine relevant case studies and company specifics for roll out. This first group will be an intensive session. After feedback session with LLA the roll out begins,1,st,Rollout Group complete 360s 10 days prior,1