JWD咨询公司项目管理内网项目案例分析

Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,11/7/2009,#,单击鼠标编辑标题文的格式,单击鼠标编辑大纲正文格式,第二个大纲级,第三个大纲级,第四个大纲级,第五个大纲级,第六个大纲级,第七个大纲级,第八个大纲级,第九个大纲级,*,JWD,咨询公司项目管理内网项目案例分析,王娟 田炽 陈芬芬 尚翠玲,赵梅香卞蓓丽罗茜茜刘婷,项目背景,项目计划,项目监控,主要内容,1,3,5,项目启动,2,项目执行,4,项目结束,6,项目背景,JWD,公司的职能是为各种组织提供咨询服务，并协助选择和管理,IT,项目。,公司CEO想让公司发展成为世界级的咨询公司,，他希望能有一个规范的程序来管理自己的项目。想通过开发一些局域网应用软件：,提供友好透明规范的客户交流平台；提供公司内部员工培训平台；保存客户和项目的记录；提供公司宣传平台；,项目启动,选择项目经理,识别,干系人,开发业务案例,完成项目章程,选择项目经理,Erica,时间,资金,范围,整个公司内部和客户,（协调力，沟通力，,职位,PMO,）,越快越好,（经验）,越省越好,（经验）,识别干系人,项目经理,两个资深咨询师,两个娴熟,IT,技术人员,项目发起者,项目,两个客户代表,职位,名字,部门,联系方式,介绍（从其功能上进行简要的介绍）,业务目标,当前状况和问题,/,机会陈述,关键假设和约束,选项和推荐分析,初步的项目需求,预算估计和财务分析,进度估计,潜在风险,展示,开发业务案例,项目名称,项目开始日期,项目完成日期,预算信息,项目经理,项目目标,方法,关键干系人签名和各自意见,完成项目章程,Position,The,most difficult and unappreciated process,Input,Time,、,Effort,、,People,Project Planning,Main Purpose,Guide project execution,According to the,PMBOK Guide 2004,Project Planning,Integration,Scope,Time,Risk,Cost,Quality,HR,Team contract,Procurement,Erica believes some of,the most important,planning documents to focus on are the following:,A Team Contract,1,A Project Scope Statement,2,A List Of Prioritized Risks,5,A Work Breakdown Structure,(WBS),3,A Project Schedule,4,A Team Contract,Code of Conduct,Participation,Meeting Guideline,Problem Solving,Communication,To help promote teamwork and clarify team communications.,A Project Scope Statement,List one item that is most unclear to you about the scope of this project.,1,What other questions do you have or issues do you foresee about the scope of the project.,2,Which deliverables do you think you will help create or review?,4,List what you believe to be the main deliverables for this project.,3,Erica had each person write down his or her answers to the following questions:,Scope Statement,Title,Summary of Project Deliverables,Product Characteristics and Requirements,Project Success Criteria,Product-related deliverables,Time,Justification,A Work Breakdown Structure(WBS),1,、,the basis for deciding how to do the work,2,、,the basis for creating the project schedule,3,、,the basis for performing earned value management for measuring and forecasting project performing.,Erica and her team decided to use the project management process groups as the main categories for the WBS.,1,启动,1.1,决定,/,任命项目经理,1.2,识别关键的干系人,1.3,准备业务案例,1.4,准备项目章程,3.2,用户介入,3.3,内部网站内容,3.4,内部网站设计,3.5,内部网站构建,3.6,内部网站测试,3.7,内部网站推广,3.8,内部网站大量使用,3.9,项目收益度量,2,计划,2.1,召开项目启动会,2.2,准备团队协议,2.3,准备范围说明书,2.4,准备,WBS,2.5,准备进度表和成本基线,2.6,风险的识别，讨论和分级,4,控制,4.1,状态报告,5,收尾,5.1,准备最终项目报告,5.2,准备最终项目展示,5.3,经验教训,3,执行,3.1,调研,A Project Schedule,After preparing the WBS,the project team held another face-to-face meeting to develop the project schedule,following the steps outlined in section 2.5 of the WBS.,In the form of a Gantt chart with all dependencies and resources entered.,2.5.1 Determine task resources,2.5.2 Determine task durations,2.5.3 Determine task dependencies,2.5.4 Create draft Gantt chart,2.5.5 Review and finalize Gantt chart,A List of Prioritized Risks,Part of a risk register,Erica integrated the risk and project articles mentioned in the business case.,She also held a special meeting for everyone to brainstorm and discuss potential risks.,According to all the information and results,Erica and her team give the list of prioritized risks at different levels.,等级,潜在风险,1,2,3,4,5,6,7,8,9,10,缺少内部咨询师的参与,缺少客户代表的参与,新系统的安全性,文章查询和“专家咨询台”栏目的分包,/,购买,处理在线支付事务的分包,/,购买,以实用的方式组织模板和样例,提供有效的搜索栏目,从高级咨询师处获得好的反馈,新系统的有效宣传推广,新系统在一年内实现利润,Project,Executing,Executing,Take actions necessary to ensure that activities in the project plan are completed.,Introduce any new hardware,software,and procedures into normal operations.,The products of the project are produced during project execution,and it usually takes the most resources to accomplish this process.,Project,Executing,Project Manager,Providing strong leadership and using good communication skills were crucial to good project execution,HR issues often occur during project execution,especially conflicts.Erica adjusted her communication style to meet his specific needs.,Milestone Report,The CEO and project sponsor liked to see progress on projects through milestone reports,which are one type of project report.,HR Issues,项目监控,一个过程，涉及项目过程的其他环节,衡量项目朝目标方向的进展,监控项目开展过程中与计划的偏差,采取适当措施使项目按计划进展,项目,监控,整体,成本,质量,规模,进度,沟通,风险,项目,监控,使用到的方法,使用项目管理软件,每周提交周报表,每周提交周报表,项目监控,使用到的方法,项目名称 团队成员名 日期,本周完成的工作,下周需要完成的工作,进展顺利的部分和原因,进展出错的部分和原因,建议或问题,项目变更,项目,监控,使用到的方法,使用项目管理软件,监控项目的一个重要工具是使用项目管理软件，,组员可以,提交他们实际的工作时间,并及时更新任务信息,。,项目收尾,指,利,益相关者和客户对最终产品进行验收，使项目或某个项目有序地结束,。,其重要性在于从项目中吸取经验教训来改进未来的项目,。,它包括,整体和采购知识领域的收尾工作，输出包括了最终成果，正式验收和收尾，合同文本等。,项目收尾,1.,设计目标,2.,项目成果总结,3.,预计和实际的项目开始与结束的时间,4.,预计和实际的开销,5.,项目工作陈述,6.,过渡计划,7.,每年项目赢利的衡量方法,项目最终报告书,Thank you!,