項目策劃管理綜合手冊

1、DATACOM Information Technology LimitedWELCOMETO項目治理PROJECT TEAMMEMBER WORKSHOPA TWO DAY WORKSHOPThis workshop has been specifically designed to help you understand the essential principles of project management as a member of a project team and introduce you to a consistent process for managing any

2、type of Project in the Organization. The process is an integral part of the PROGRAM METHODOLOGY. Our objective is to ensure all programs and projects are effectively managed and reviewed to achieve success and delight our customers every time with on-time completion.The workshop includes a case stud

3、y to give you an opportunity to apply the techniques included in the methodology WORKSHOP OBJECTIVES工作室目的Understand Roles & Responsibilities明白職分及責任Understand team member role明白團體職分Learn the Methodology 學習方法Project definition 項目定義Project planning & scheduling 項目打算及排程Project execution 頂目實施Project clos

4、ure 項目完結Learn the techniques to use學習技術盡量利用Contributing to success達致成功ESTIMATING FACTORS可能因素TASK使命 SIZE EFFORT DURATION= WORK DAYS 大小 努力 期間=工作日數 CALENDAR TIME 日歷時刻EFFORTDURATIONSCHEDULE努力期間進度表INPUTS輸入Historical data過往資料Experience & skills經驗及技巧Expert view專家意見BIAS? BIAS?偏見? 偏見? TASK任務 EFFORT努力 SIZE 大小

5、 PERSON DAYS個人生活DEFINE MEASUREMENTBASIS 估計定義基礎 其它?因素OTHER ? FACTORS EFFORT努力 ANALYSIS分析 CAPACITY 容量 WORKLOAD工作負擔DURATION日期 Critical Path Method PERT打算評審技術-PERTSFSF邏輯基礎-依靠性BASED ON LOGIC-DEPENDENCY3 TYPES:三種類Finish to Start完結到起始Start to Start paired 起始到起始配對 Finish to Finish paired完結到完結配對CRITICAL PATH

6、 THE LONGEST PATH打算評審-最長要徑-LEAST FLEXIBLE-最低靈活性Any slippage extends the Total Project Time TPT任何小疏忽加長總項目時刻CAREFUL: Compressing the schedulecan change the Critical Path警告:壓縮排程能夠改變要徑CPM-PERT TERMSForward Pass- Early START and FINISH 前進-早開始及完成Backward Pass-Late START and FINISH 后退-開始及完成TOTAL FLOAT-搖擺SP

7、ARE TIME IN AN ACTIVITY分配時刻于各種活動INCLUDES FREE AND INDEPENDENT FLOAT包括自己反依靠性的搖擺CRITICAL ACTIVITY-ZERO FLOAT BY重要活動-零的搖擺DEFINITION-IT CAN BE FORCED!定義-能夠強行OTHER RELATIONSHIPS其它關系 4dLEG GAP- A forced delay between tasks 2dLEAD LEEWAY-A forced start of thesuccessor before completion of thepredecessorErr

8、ors in LogicBOTH BREAK THE LOGIC OF THE NETWORK錯誤使綱絡理論停止運作 THE LOOP 循環(huán) THE DANGLE 搖擺不定REVIEW THE PROJECT DEFINITION檢討打算的定義Does the plan: 打算meet critical dates for deliverables? 在重要生活傳遞訊息clearly meet interface dates? 清晰相約其它生活OPTIMISATION INVOLVES: 理想打算包括understanding the conflicts 明白沖突的地點analysing pr

9、iorities 分析優(yōu)先次序deriving options 削去不必要選擇selecting the best realistic option 選取最真實性的決擇seeking stakeholder agreement 查找投資者的同意書revising plans 重溫打算的內容communicating to everyone 與其它人交換意見TRADE-OFFS & OPTIMISATIONTAKES TIME TO GET THE BESTSOLUTION選擇性及樂觀性用時刻來獵取最好的方案OPTIMISING TRADE-OFFS樂觀性的選擇POSSIBLE ACTIONS:

10、 可行方法Re-evaluate dependencies 重新評估依靠性Review relationships 回憶各種關系Introduce Lags and Leads-with care! 小心地引申拉引行為Split activities for concurrency 分散工序,保持合作性Review duration 檢討各工作時刻Review contingency time檢討一貫時刻所需Re-assign resources 重新分配資源Utilise the Total Float times 盡量利用所有空間時刻Reduce peak loading levering

11、 減少極大壓力-平衡Seek more resources? 查找更多資源Increase resource capacities 增加資源地位Avoid re-invention 防止再發(fā)明其它選擇Reduce Scope/specifications? 減少分工合作EVALUATE THE IMPACT 評估阻礙所及Use what-if analysis 假如用作為分析Review Project Risks 檢討其冒險機會Customer acceptance 客人同意機會OPTIMISING & RECOVERY PLANNING INSIDE A KEY STAGE樂觀化及恢復打算

12、是一個重要時期 DEVELOP WHAT IFs 進展空間REDUCE THE OPTIONS 減少選擇機會RECOMMENDED ACTIONS 推介行動 SEEK PROJECT LEADERAPPROVAL打算得到組長應允BEFORE YOU MODIFY THE PLAN在改變原定打算之前COMMUNICATE THE PLAN CHANGES TO THOSE DOINGTHE PROJECT WORK向有關工作人員解釋新打算的改變SECURE RESOURCE COMMITMENTS保障資源承諾The Key Stage Owner 重要時期的擁有人The Resource 資源T

13、he Functional Manager 功能組不經理ALL PARTIES MUST SIGN UPPROJECT LEADER APPROVES參與者必須簽署待組長批閱REVIEW THE RISK LOG檢討有危機的地點ASK: 問Have any changed rankling? 何種改變, 使人痛心Any ,moved to HIGH? 何事轉為高危事件Any risks identified from planning? 何種危機被打算所確認Check the plan for areas of risk;檢查打算裹有危機的地點Tasks on the Critical pat

14、h 重要關鍵時刻Tasks with long durations 長遠打算Tasks dependent on third parties 依靠第三者Lags and Leads 落伍及前衛(wèi)Complex tasks 繁復的工作Tasks using new technology 新科技應用Tasks with little float 搖擺不定Do not remove risks from the LOG, only remove the ranking不要將風險在日志中除掉,只有除掉次序優(yōu)先IDENTIFY ISSUES PROMPTLYACTION TO RESOLVE IS A P

15、RIORITY定時確認危機優(yōu)先采取行動解決The Project Leader must recordall issues.打算組長必須記錄所有論點ISSUES ARE RATED: 論點分類RED-MAJOR-Escalated to Project Members紅色-要緊-擴大到項目人員YELLOW-SERIOUS-Escalated to Sponsor黃色-嚴峻-擴大到資助人GREEN-MINOR-Escalated to Project Leader綠色-次要-擴大到組長ACTION PLANS ARE ESSENTIAL行動的重要性Was it a RISK? 危機What is

16、 the consequence? 結果What options are available? 可供選擇What actions are recommenced? 建議采取行動Who is responsible for implementation?誰可執(zhí)行SET THE BASELINE PLAN設定打算的底線FIXES THE PLAN固定打算BASIS OF PROGRESS量度工作MEASUREMENT進度底線ESTABLISHES CLEARLYVISIBLE TARGETS設立清晰可見的目標AGREES A MEETINGSSCHEDULE同意會議時刻表ESTABLISHES R

17、EPORTING & CHANGE PROCESSES建立報告及轉變程序REPORTING PROGRESS 進度報告COMMUNICATION IS VITAL TO SUCCESS人與人溝通是成功的因素KEY STAGE OWNER-REPORT STATUS AT FREQUENCYSET BY PROJECT LEADER.重要時期段的持有人周期性報告工作進度由組長設定FOCUS: 焦點MILESTONES ACHIEVED 里程碑建筑MILESTONES DELAYED 里程碑延誤ACTIONS TO CORRECT SLIPPAGE 改善散漫態(tài)度FORECAST OF COMPLE

18、TION 預測完成日期ISSUES OUTSTANDING 尚未解決議論ANTICIPATE RISKS & ISSUES預見危機及論點THE CHANGE PROCESS 改變程序Significant changes MUST be documented and approved重大的改變一定要書面通知,并得到批準Significant change impacts on:重大的改變會沖擊在:deliverables傳達schedule時刻表costs 成本resource loadings 資源分配quality 質量performance 表現THE PROJECT CHANGE RE

19、QUEST 打算改變FOCUS ON: 焦點放在benefits of change 利益impact on cost/schedule/resources阻礙成本/時刻表/資源priority 優(yōu)先權increased/reduced risks 增加/減少危機ORGANISE THE LAUNCH組織一個新開始VALIDATE & CONFIRM: 有效及確認KEY STAGE WORK PLANS 要緊階段工作計劃RESOURCE COMMITMENTS 資源承諾MEETINGS SCHEDULE 會議時間1:1-TEAM MEMBERS & SPONSOR1:1的組員及資助人PROJE

20、CT TEAM-PROGRESS工作小組進度PROJECT REVIEWS工作檢討KEY STAKEHOLDERS 要緊投資THEN HOLD THE:然后抓緊THE PROJECT LAUNCH MEETIN新的工作會議The Project Sponsor工程資助人Key stakeholders 要緊投資The Project Leader 組長The Team 組員Monitoring & Tracking Progress 輔助及緊隨工作進度MONITORING 輔助THE CHECKING PROCESS檢查程序COLLECTING PROGRESS DATA收集工程數據QUALI

21、TATIVE DATA使之為有質數的資料TEAM PERFORMANCES小組表現IDENTIFY VARIANCES確認不同意見REVIEW RISKS檢討危機TRACKING 緊隨ANALYSING THE VARIANCE分析各類意見DEFINING CAUSE查找緣故ESTABLISHING IMPACTEVALUATE OPTIONS評估所有選擇PLAN CORRECTIVE ACTIONS打算正確行動RESOLVE ISSUES解決方案UPDATE PLAN DOCUMENTS更新各種文件REPORT PROGRESS報告進度COLLECTING PROGRESS DATA收集工程

22、數據 THE GANTT CHART IS LINEAR統(tǒng)計圖表是線形的EFFORT IS .? 努力是?Ask: 問START DATE開始日期EFFORT EXPENDED TO DATE努力漫延至當天EFFORT REMAINING努力仍留下But ALWAYS ask:但通常問?FORECAST TO COMPLETE預測完成日期NOT 否不同意見VARIANCE分析ANALYSIS+ BETTER THAN PLAN效果比打算好WORSE THAN PLAN效果比打算差ANALYSE分析THE CAUSE成因PROJECT SLIPONE DAY AT A TIME!工作散漫 - 一

23、天一次ANALYSE CAUSE:分析成因Fishbone diagrams魚骨圖Why-Why diagrams點解-點解圖ESTABLISH IMPACTRe-assign resources重新分配資源Revise estimates重新可能New estimator!委任新評估人員More effort?更新努力More resource?更多資源Modify plan logic?更新打算的推論ALWAYS GET OTHERS INVOLVEDIN PROBLEM SOLVING DONT TRYAND DO IT ALONE.不要依靠其它人幫你解決難題, 讓自己解決PLAN CO

24、RRCETIVE ACTION打算正確行動DEVELOP OPTIONS選擇進展USE TEAM EXPERTISE利用小組經驗RECORD ASSUMPTIONS記錄假設CHECK FOR RISKS檢查危險性SELECT BEST OPTION選最好的決擇scope-cost-schedule 內容-成本-時刻表DONT SHOOT FROM THE HIP!SOLVE THE PROBLEM-NOT THE SYMPTOMS解決問題并不是問題征兆CHECK IF:先檢查,假如:critical path is changed重要性的路徑改變workloads adversely affe

25、cted阻礙工作量milestones are affected阻礙里程碑new HIGH risks exposed新高危展現cost over-runs introduced成本過高schedule slippage are controllable工作散漫是可操縱的DEVELOP ACTION PLANS:進展挽救行動的打算priority order?優(yōu)先次序who is responsible?誰可負責target completion date?目標完成日期who kept informed?誰可保持聯絡ESCALATE OUTSTANDING ISSUES擴大不能解決的論點VAL

26、IDATE COMMUNICATION PROCESSES有效溝通程序Ensure you maintain effectiveness保證維持高效率Report status and issues promptly定時報告進度及意見Attend team meetings on time準時出席小組會議Have 1:1s with Project LeaderAgree your performance targets認可你的表現目的Anticipate issues預測其它Watch for triggers on risks留意每個引發(fā)危機的機會Maintain awareness-ne

27、w risks保持清醒面對新的危機UPDATE THE RISK ASSESSMENT更新危機Review risks regularly that affectyour key stages定時檢討各類危機,將可阻礙你的成功High risks must be alerted toProject Leader for action planning高危一定要通知組長采取行動Review outstanding issuesand their corrective action plansHighlight unresolved issues-they do NOT go away!標記不能解

28、決的難題,使之可不能遺留Ensure your assigned ACTIONSare completed on time保證你分配的工作準時完成ESTABLISH COMPLETION CRITERIA建立完整標準DELIVERABLES灌輸性BENEFITS利益DECIDE:決定Which activities/factors哪種行動/緣故How measured如何量度S M A R T test機智程度測試Limits of acceptability有限的同意能力USE THE WBS!利用資詢科技DERIVE A HANDOVER CHECKLIST 設計承繼工作檢視表YOUR O

29、BJECTIVE IS TODELIGHT YOUR CUSTOMER你的目的是取悅你的顧客ACCEPTANCE PROCESS同意程度DEFINE AS EARLY AS POSSIBLEIS IT A KEY STAGE IN YOUR PLAN?在你的打算中盡早介定是否有關鍵時刻DEFINE:介定WHO ACCEPTS THE RESULTS?誰同意結果WHAT DOCUMENTATION?何種書面通知WHO IS RESPONSIBLE?誰可負責WHAT SUPPORT?什么形式的支持WHO IS RESPONSIBLE?誰又可負責支援HOW LONG?需多久TRAINNING NEE

30、DS?需要訓練HOW SATISFIED? 怎算中意RECORD IN PROJECT FILE記錄在打算檔案Excellence!特不出眾COMES FROMCONTINUOUS IMPROVEMENT來自不斷的改良收集良好的意見COLLECT GOOD IDEAS:新產品New products新的執(zhí)行New Processes新的程序New ProceduresDONT LOSE THEM!不要遺失ANOTHER PROJECT?第二個工程RECORD FOR LATER INVESTIGATION記錄最新的數據CLOSE-OUT THE PROJECT暫?，F有工程PROJECT REVIEW MEETING工程檢討會議Completion Certificate完成証書Documentation文書處理Acceptance Process同意程序 Action ou