HP項目管理：HP公司項目管理課件

1、WORLD-WIDEPROJECT MANAGEMENTMETHODOLOGYFocusPM Applying FocusPM for Non-Project Managers第1頁，共62頁。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 w

2、ill change the way we do business.Jim Sherriff第2頁，共62頁。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, share

3、d, or reused The Project Managers role, responsibility and authority are not clearly defined Client dissatisfaction and low profitability are issues in many projects 第3頁，共62頁。Future State Projects are a major contributor to our profitability Clients perceive our Project Management as one of HPs comp

4、etitive 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

5、 Project Managers第4頁，共62頁。第5頁，共62頁。Project Management Initiative Objective 2:Clearly define role and authority as well as measures, rewards, and scoping of Project ManagersObjective 3:Rapidly enhance our Project Management capability through development and hiringObjective 1: Enable the implementati

6、on of a consistent Project Management methodology world-wide第6頁，共62頁。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 a

7、nd 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第7頁，共62頁。PMs are Empowered to: Have sole accountability for profit

8、ability 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

9、is important for project success第8頁，共62頁。 WORLD-WIDEPROJECT MANAGEMENTMETHODOLOGYFocusPM第9頁，共62頁。 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 stra

10、tegy,January 1998 Final ReviewWW Review Team第10頁，共62頁。 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 impleme

11、ntation phases Meets the need of Project Managers to manage increasingly larger and more complex projects第11頁，共62頁。 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

12、 leadership of global HPC/ ISBU Steering CommitteeIncorporates 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 templatesIncludes a rigorous process f

13、or assessing / managing risk第12頁，共62頁。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

14、(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 Inter

15、nal Presentations for HPC and Sales External slide set Sales slide set Web based training - Qtr 3 (Virtual University)第13頁，共62頁。 Key Strategies Consistent quality criteria and measures Knowledge sharing and re-use (Project Snapshots) Sequence of activities and tasks (Bid Plan, Design, Plan, Propose,

16、 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第14頁，共62頁。 Review Criteria for each Tool / Output Quality reviews in each FocusPM Phase and ActivityQuality in F

17、ocusPM第15頁，共62頁。 FocusPM: Scaleable for All ProjectsVery large, complex projectSmall projectMedium-sized projectHow?第16頁，共62頁。 Methodology Structure of FocusPMPhaseActivityTaskProcessOutput* (Tools)Input* Dont confuse Output with Client Deliverables第17頁，共62頁。 FocusPM Methodology Overview2.1 Prepare

18、Technical Solution2.2 Develop Project Scope Statement and WBS2.3 Develop Project Schedule2.4 Establish Project Resource Requirements2.5 Develop Project Risk Management Plan2.6 Develop Additional Preliminary Project Plans2.7 Develop Project Budget2.8 Resolve Inconsistencies in Project Plan2.9 Perform

19、 Project Plan Quality Review2.10 Prepare and Present Client Proposal2.11 Perform Planning and Proposal Quality Review Activities3.1 Reach Agreement on Proposal3.2 Produce Final Proposal and Project Baseline3.3 Complete Contract3.4 Perform Selection Quality Review Activities4.1 Start Up Project4.2 Co

20、nduct Project ControlProject Plan ExecutionSchedule Tracking and ControlFinancial Tracking and ControlHuman Resources Mgt.Communications Mgt.Quality ControlRisk ManagementChange ControlConfiguration Mgt.Contract and Procurement Mgt.4.3 Implement SolutionManage to the Project Plan Project Teams Clien

21、t Expectations Project DeliverablesPerform Client AcceptanceTransfer to Warranty and Support4.4 Close Project Implementation4.5 Perform Implementation Quality ReviewActivities5.1 Fulfil Warranty Commitments5.2 Perform Warranty Quality ReviewActivities6.1 Initiate Post-Warranty Support Services6.2 Pe

22、rform Support Quality ReviewActivities1.1 Appoint Project Manager1.2 Estimate Bid Effort of Engagement1.3 Perform Quality Review of Engagement1.4 Request Authorisation to BidActivitiesPHASE1.0INITIATION2.0PLANNING ANDPROPOSAL3.0SELECTION4.0IMPLEMENTATION5.0WARRANTY6.0SUPPORT第18頁，共62頁。 Required Input

23、s(From Principal Consultants, Solution Consultants) ImprovedWin RatioandRepeatableBusinessFocusPMMethodologyLocal Authorisation FormOpportunity Investigation(AO, SBC, etc.)Request for Proposal (RFP)Invitation to Quote (ITQ)Signed Risk Opportunity and Analysis Model (ROAM)第19頁，共62頁。 IT WILL CHANGE TH

24、E 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

25、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 requiredKey Business Points第20頁，共62頁。 If required resources are not available, PM escalates the is

26、sues and stops the project - Rescheduling occurs upon start-up Checkpoints in the FocusPM Bid Plan require management approval before proceeding Bid Plan - PresalesProject Plan - ImplementationProposal - SubmissionClient negotiated proposal changesScope changesKey Business Points(Continued)第21頁，共62頁

27、。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 applyin

28、g the FocusPM Methodology to solution project第22頁，共62頁。 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 contr

29、ol 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 ProcessDuring the Project, the Project Manager第23頁，共62頁。 FocusPM Methodology Overview2.1 Prepare Technical S

30、olution2.2 Develop Project Scope Statement and WBS2.3 Develop Project Schedule2.4 Establish Project Resource Requirements2.5 Develop Project Risk Management Plan2.6 Develop Additional Preliminary Project Plans2.7 Develop Project Budget2.8 Resolve Inconsistencies in Project Plan2.9 Perform Project Pl

31、an Quality Review2.10 Prepare and Present Client Proposal2.11 Perform Planning and Proposal Quality Review Activities3.1 Reach Agreement on Proposal3.2 Produce Final Proposal and Project Baseline3.3 Complete Contract3.4 Perform Selection Quality Review Activities4.1 Start Up Project4.2 Conduct Proje

32、ct ControlProject Plan ExecutionSchedule Tracking and ControlFinancial Tracking and ControlHuman Resources Mgt.Communications Mgt.Quality ControlRisk ManagementChange ControlConfiguration Mgt.Contract and Procurement Mgt.4.3 Implement SolutionManage to the Project Plan Project Teams Client Expectati

33、ons Project DeliverablesPerform Client AcceptanceTransfer to Warranty and Support4.4 Close Project Implementation4.5 Perform Implementation Quality ReviewActivities5.1 Fulfil Warranty Commitments5.2 Perform Warranty Quality ReviewActivities6.1 Initiate Post-Warranty Support Services6.2 Perform Suppo

34、rt Quality ReviewActivities1.1 Appoint Project Manager1.2 Estimate Bid Effort of Engagement1.3 Perform Quality Review of Engagement1.4 Request Authorisation to BidActivitiesPHASE1.0INITIATION2.0PLANNING ANDPROPOSAL3.0SELECTION4.0IMPLEMENTATION5.0WARRANTY6.0SUPPORT第24頁，共62頁。 Key Decision: - HPs Respo

35、nse to Client InputLocal Authorisation FormOpportunity InvestigationRequest for Proposal (RFP)Invitation to Quote (ITQ)Risk and Opportunity Analysis Model (ROAM)OutputProject Manager AppointmentClient RequirementsProject Mission and ObjectivesBid PlanBid Quality ReviewLocal Authorisation FormActivit

36、ies1.1 Appoint Project Manager1.2 Estimate Bid Effort1.3 Perform Quality Review of Engagement1.4 Request Authorisation to Bid1.0INITIATION2.0PLANNING ANDPROPOSAL3.0SELECTION4.0IMPLEMENTATION5.0WARRANTY6.0SUPPORT1.0 Initiation Phase - OverviewObjective: Manage HPs opportunity cost Key Decision: - HPs

37、 Response to Client第25頁，共62頁。1.1Appoint Project Manager1.2Estimate BID Effort1.3Perform QualityReview of Engagement1.4Request Authorisation to BidEngagement OpportunityPlanning andProposalActivity 1.1Appoint Project ManagerTask 1.1.1Select Project ManagerTask 1.1.3Review Project RequirementsTask 1.1

38、.2Establish Project FileLocal Authorisation FormOpportunity InvestigationRequest for Proposal (RFP) or Invitation to Quote (ITQ)Risk & Opportunity Analysis Model (ROAM) HPC Form1.1.1Project Manager EngagementPMT5200Letter and Project Charter1.1.2Project FilePMC12501.1.3Client RequirementsPMT10801.1.

39、2Project File - EstablishedPMC12501.1.1Project Manager EngagementPMT5200Letter and Project CharterInputOutputTools1.0 Initiation Phase第26頁，共62頁。Project File in Initiation Phase第27頁，共62頁。1.1Appoint Project Manager1.2Estimate BID Effort1.3Perform QualityReview of Engagement1.4Request Authorisation to

40、BidEngagement OpportunityPlanning andProposalActivity 1.2Estimate Bid EffortTask 1.2.1Complete Project Mission and ObjectivesTask 1.2.2Develop Bid Plan1.1.3Client RequirementsPMF10801.1.3Client RequirementsPMF10801.2.1Project Mission and ObjectivesPMT11001.2.2Bid PlanPMT12001.2.1 Project Mission and

41、 ObjectivesPMT1100InputOutputTools1.0 Initiation Phase第28頁，共62頁。1.1Appoint Project Manager1.2Estimate BID Effort1.3Perform QualityReview of Engagement1.4Request Authorisation to BidEngagement OpportunityPlanning andProposalActivity 1.3Perform Quality Review of EngagementInputOutputToolsTask 1.3.1Rev

42、iew Project DocumentationTask 1.3.2Perform Quality Review1.1.2Project FilePMC12501.1.3Client RequirementsPMF10801.2.1Project Mission and ObjectivesPMT11001.2.2Bid PlanPMT12001.1.2Project FilePMC12501.2.1Project Mission and ObjectivesPMT11001.2.2Bid PlanPMT12001.3.2Quality Review - MinutesPMF60511.3.

43、1 Documentation Review1.0 Initiation Phase第29頁，共62頁。 1.1Appoint Project Manager1.2Estimate BID Effort1.3Perform QualityReview of Engagement1.4Request Authorization to BidEngagement OpportunityPlanning andProposalActivity 1.4Request Authorization to BidTask 1.4.1Present Recommendation for ApprovalTas

44、k 1.4.3Establish Bid TeamTask 1.4.2Update Project File1.2.1Project Mission and ObjectivesPMT1100 1.2.2Bid PlanPMT12001.3.2Quality Review - MinutesPMF60511.1.2Project FilePMC12501.4.1Local Authorisation1.2.2Bid PlanPMT12001.4.1Local Authorisation1.4.3Internal/External Resources- Bid TeamPMF51001.4.2P

45、roject File - UpdatedPMC12501.4.1 Local AuthorisationInputOutputTools1.0 Initiation Phase第30頁，共62頁。Highlights of Initiation PhaseProject Mission and Objective Project Background Project Objective (Client) Critical Success Factor Exclusions Key milestones Constrain HP Objectives第31頁，共62頁。Risk Managem

46、ent 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 profitabilityGood decision: Improved win/loss ratio No bad projec

47、ts!Highlights of Initiation Phase(Continued)第32頁，共62頁。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 clientHighlights of Ini

48、tiation Phase(Continued)第33頁，共62頁。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)H

49、ighlights of Initiation Phase(Continued)第34頁，共62頁。 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

50、Success Story: UK HP Consulting第35頁，共62頁。Overview of Initiation PhaseKeyDecisionsReviewPoints Selection of Project Manager (1.1.1) Bid Recommendation (1.4.1) Quality Review of Engagement (1.3)第36頁，共62頁。 1.0INITIATION2.0PLANNING ANDPROPOSAL3.0SELECTION4.0IMPLEMENTATION5.0WARRANTY6.0SUPPORTActivities2

51、.1Prepare Technical Solution2.2 Develop Project Scope Statement and WBS2.3Develop Project Schedule2.4Establish Project Resource Requirements2.5Develop Project Risk Management Plan2.6Develop Additional Preliminary Project Plans2.7Develop Project Budget2.8Resolve Inconsistencies in Project Plan2.9Perf

52、orm Project Plan Quality Review2.10Prepare and Present2.11Perform Planning and Proposal Quality ReviewInputApproved Bid PlanLocal Authorisation FormClient InformationClient RequirementsProject InformationService MethodologiesOutputSolution DesignScope of WorkProject Plan (Including Risk Plan, Suppor

53、t Plan, and Warranty Plan)Project FileLocal Pricing WorksheetClient ProposalLocal Authorisation FormProject Plan/Proposal Quality ReviewObjective: Design solution, develop project plan, and present a winning proposal2.0 Planning and Proposal Phase - OverviewKey Decisions: - Design - MOC Inclusions -

54、 Risk - Scope - Project Plan - ERP第37頁，共62頁。 2.2Develop Project Scope Statement + WBS2.3Develop Project Schedule2.4Establish Project Resource Requirements2.5Develop Project Risk Management PlanInitiationPhasePlanning andProposal(continued Part 2)Activity 2.1Prepare Technical SolutionTask 2.1.1Review

55、 Client RequirementsTask 2.1.7Determine Service Methodologiesand Knowledge for ReuseTask 2.1.2Evaluate Management of Change2.1.2Client Requirements - Management of ChangePMF10801.2.1Project Mission and ObjectivesPMT11001.2.2Bid PlanPMT12002.1.3Client RequirementsPMF10801.2.1Project Mission and Objec

56、tivesPMT11002.1.3Client RequirementsPMF10802.1.4Internal/External Resources - Third PartyPMF51002.1.5Internal/External Resources - SubcontractorPMF51002.1.5 Internal/External Resources - SubcontractorPMF51002.1.5 Subcontractor QualificationPMT56002.1.4Internal/External Resources - Third PartyPMF5100

57、2.1.2Client Requirements - Management of ChangePMF1080InputOutputTools2.1Prepare Technical Solution1.2.1Project Mission and ObjectivesPMT11001.2.2Bid PlanPMT12002.1.3Client RequirementsPMF10801.1.3 Client RequirementsPMF10801.2.1 Project Mission and ObjectivesPMT11001.2.2 Bid PlanPMT12002.1.3Client

58、Requirements PMF10802.1.4Internal/External Resources - Third PartyPMF51002.1.5Internal/External Resources - SubcontractorPMF51002.1.6Project Mission and ObjectivesPMT1100Task 2.1.3Review with ClientTask 2.1.4Select Third-Party Productsand ServicesTask 2.1.5Select SubcontractorTask 2.1.6Update Projec

59、t Missionand ObjectivesTask 2.1.8Design Client Solution2.1.3Client Requirements - ReviewedPMF10802.1.1Client Requirements - Solution RequirementsPMF10802.1.7Service MethodologiesPMF13002.1.6Project Mission and ObjectivesPMT11002.1.8Solution DesignPMT13502.1.7Service MethodologiesPMF13002.1 Prepare T

60、echnical Solution第38頁，共62頁。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 Des