HP公司项目管理方案

2024/9/16,IntlnoA4 (Version 3 / 2-Apr-1999),HP Restricted,Page,59,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?,FocusPM: It will change the way we do business.,Jim Sherriff,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,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),Documentation,Methodology Guide (Phases / Activities / Tasks),Reference Manual (Processes and Techniques),Toolkit (Forms, Templates and Examples),Quick Reference Card (Quick Overview),Electronic Tools,Training and Communication,Applying FocusPM for Project Managers - 2 days,Applying FocusPM for Non-Project Managers - 1/2 day,Internal Presentations for HPC and Sales,External slide set,Sales slide set,Web based training - Qtr 3 (Virtual University),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,PHASE,1.0,INITIATION,2.0,PLANNING AND,PROPOSAL,3.0,SELECTION,4.0,IMPLEMENTATION,5.0,WARRANTY,6.0,SUPPORT,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,PHASE,1.0,INITIATION,2.0,PLANNING AND,PROPOSAL,3.0,SELECTION,4.0,IMPLEMENTATION,5.0,WARRANTY,6.0,SUPPORT,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,Activities,1.1,Appoint Project Manager,1.2 Estimate Bid Effort,1.3 Perform Quality Review of Engagement,1.4 Request Authorisation to Bid,1.0,INITIATION,2.0,PLANNING AND,PROPOSAL,3.0,SELECTION,4.0,IMPLEMENTATION,5.0,WARRANTY,6.0,SUPPORT,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,1.1.1,Project Manager Engagement,PMT5200,Letter and Project Charter,1.1.2,Project File,PMC1250,1.1.3,Client Requirements,PMT1080,1.1.2,Project File - Established,PMC1250,1.1.1,Project Manager Engagement,PMT5200,Letter and Project Charter,Input,Output,Tools,1.0,Initiation Phase,Project 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,1.1.3,Client Requirements,PMF1080,1.1.3,Client Requirements,PMF1080,1.2.1Project Mission and Objectives,PMT1100,1.2.2,Bid Plan,PMT1200,1.2.1,Project Mission and Objectives,PMT1100,Input,Output,Tools,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,Output,Tools,Task 1.3.1,Review Project Documentation,Task 1.3.2,Perform Quality Review,1.1.2,Project File,PMC1250,1.1.3Client Requirements,PMF1080,1.2.1Project Mission and Objectives,PMT1100,1.2.2Bid Plan,PMT1200,1.1.2,Project File,PMC1250,1.2.1Project Mission and Objectives,PMT1100,1.2.2Bid Plan,PMT1200,1.3.2,Quality Review - Minutes,PMF6051,1.3.1,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,1.2.1,Project Mission and Objectives,PMT1100,1.2.2Bid Plan,PMT1200,1.3.2Quality Review - Minutes,PMF6051,1.1.2,Project File,PMC1250,1.4.1Local Authorisation,1.2.2,Bid Plan,PMT1200,1.4.1Local Authorisation,1.4.3,Internal/External Resources- Bid Team,PMF5100,1.4.2,Project File - Updated,PMC1250,1.4.1,Local Authorisation,Input,Output,Tools,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),1.0,INITIATION,2.0,PLANNING AND,PROPOSAL,3.0,SELECTION,4.0,IMPLEMENTATION,5.0,WARRANTY,6.0,SUPPORT,Activities,2.1,Prepare Technical Solution,2.2 Develop Project Scope Statement and WBS,2.3Develop Project Schedule,2.4Establish Project Resource Requirements,2.5Develop Project Risk Management Plan,2.6Develop Additional Preliminary Project Plans,2.7Develop Project Budget,2.8Resolve Inconsistencies in Project Plan,2.9Perform Project Plan Quality Review,2.10Prepare and Present,2.11Perform Planning and Proposal Quality Review,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,2.1.2,Client Requirements - Management of Change,PMF1080,1.2.1,Project Mission and Objectives,PMT1100,1.2.2Bid Plan,PMT1200,2.1.3Client Requirements,PMF1080,1.2.1,Project Mission and Objectives,PMT1100,2.1.3Client Requirements,PMF1080,2.1.4Internal/External Resources - Third Party,PMF5100,2.1.5Internal/External Resources - Subcontractor,PMF5100,2.1.5,Internal/External Resources - Subcontractor,PMF5100,2.1.5 Subcontractor Qualification,PMT5600,2.1.4,Internal/External Resources - Third Party,PMF5100,2.1.2,Client Requirements - Management of Change,PMF1080,Input,Output,Tools,2.1,Prepare,Technical Solution,1.2.1,Project Mission and Objectives,PMT1100,1.2.2Bid Plan,PMT1200,2.1.3Client Requirements,PMF1080,1.1.3,Client Requirements,PMF1080,1.2.1 Project Mission and Objectives,PMT1100,1.2.2 Bid Plan,PMT1200,2.1.3,Client Requirements,PMF1080,2.1.4Internal/External Resources - Third Party,PMF5100,2.1.5Internal/External Resources - Subcontractor,PMF5100,2.1.6Project Mission and Objectives,PMT1100,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,2.1.3,Client Requirements - Reviewed,PMF1080,2.1.1,Client Requirements - Solution Requirements,PMF1080,2.1.7,Service Methodologies,PMF1300,2.1.6,Project Mission and Objectives,PMT1100,2.1.8,Solution Design,PMT1350,2.1.7,Service Methodologies,PMF1300,2.1,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