項目管理課程資料英語版課件

Topic3

ProjectPlanning

Topic3

ProjectPlanning

I.ProjectmanagementprocessI.ProjectmanagementprocessProjectManagementProcessArrowsrepresentflowofdocumentsanddocumentableitemsInitiatingprocessesPlanningprocessesControllingprocessesExecutingprocessesClosingprocessesProjectManagementProcessArroInitiatingprocesses--recognizingthataprojectorphaseshouldbeginorandcommittingtodosoPlanningprocesses--devisingandmaintainingaworkableschemetoaccomplishthebusinessneedthattheprojectundertakentoaddressExecutingprocesses--coordinatingpeopleandotherresourcestocarryouttheplan

Controllingprocesses--ensuringthatprojectobjectivesaremetbymonitoringandmeasuringprogressandtakingcorrectiveactionwhennecessaryClosingprocesses--formalizingacceptanceoftheprojectorphaseandbringingittoanorderlyendInitiatingprocesses--recognizInitiatingprocessTheformalinitiatinglinkstheprojecttotheongoingworkoftheperformingOrg.Inputs:productdescription;strategicplan;projectselectioncriteria;historicalinformationToolsandtechniques:projectselectionmethods;expertjudgementOutputs:projectcharter;projectmanageridentified/assigned;constrains;assumptionsInitiatingprocessTheformaliPlanningprocessesCoreprocessFacilitatingprocessScopeplanningScopeDef.ActivityDef.ActivitysequencingResourceplanningDurationestimatingCostestimatingScheduledevelopmentCostbudgetingProjectplandevelopmentQualityplanningCommunicationsplanningRiskidentificationRiskquantificationRiskresponsedevelopmentOrganizationalplanningStaffacquisitionProcurementplanningSolicitationplanningPlanningprocessesCoreprocessPlanningisofmajorimportancetoaprojectbecausetheprojectinvolvesdoingsomethingwhichhasnotbeendonebefore.Theprocessesabovearesubjecttotofrequentiterationspriortocompetingtheplan.Forexample,iftheinitialcompletiondateisunacceptable,projectresources,cost,orevenscopemayneedtoberedefined.Inaddition,planningisnotanexactscience--twodifferentteamscouldgenerateverydifferentplansforthesameproject.PlanningisofmajorimportancScopeplanning:developingawrittenscopestatementasthebasisforfutureprojectdecisionsScopedefinition:subdividingthemajorprojectdeliverablesintosmaller,ormanageablecomponentsActivitydefinition:identifyingthespecificactivitiesthatmustbeperformedtoproducethevariousprojectdeliverablesActivitysequencing:identifyinganddocumentinginteractivitydependenciesActivitydurationestimating:estimatingthenumberofworkperiodswhichwillbeneededtocompleteindividualactivitiesScheduledevelopment:analyzingactivitysequences,activitydurations,andresourcerequirementstocreatetheprojectschedule.Resourceplanning:determiningwhatresources(people,equipment,materials)andwhatquantitiesofeachshouldbeusedtoperformprojectactivities.Scopeplanning:developingawCostestimating:developinganapproximation(estimate)ofthecostsresourcesneededtocompleteprojectactivities.Costbudgeting:allocatingtheoverallcostestimatetoindividualworkitemsProjectplandevelopment:takingtheresultsofotherplanningprocessesandputtingthemintoaconsistent,coherentdocument.Qualityplanning:identifyingwhichqualitystandardsarerelevanttotheprojectanddetermininghowtosatisfythemOrganizationplanning:identifying,documenting,andassigningprojectroles,responsibilities,andreportingrelationshipsStaffacquisition:gettingtheHRneededassignedtoandworkingontheproject.Costestimating:developinganCommunicationplanning:determiningtheinformationandcommunicationsneedsofthestakeholders:whoneedswhatinformation,whenwilltheyneedit,andhowwillitbegiventothem.Riskidentification:determiningwhichrisksarelikelytoaffecttheprojectanddocumentingthecharacteristicsofeach.Riskquantification:evaluatingrisksandriskinteractionstoassesstherangeofpossibleprojectoutcomesRiskresponsedevelopment:definingenhancementstepsforopportunitiesandresponsestothreatsProcurementplanning:determiningwhattoprocureandwhenSolicitationplanning:documentingproductrequirementsandidentifyingpotentialsources.Communicationplanning:determExecutingprocesses

FacilitatingprocessesProjectplanexecutionInformationdistributionsolicitationTeamdevelopmentSourceselectionScopevertificationQualityassuranceContractadministrationExecutingprocessesProjectplProjectplanexecution:carryingouttheprojectplanbyperformingtheactivitiesincludedtherein.Scopeverification:formalizingacceptanceoftheprojectscopeQualityassurance:evaluatingoverallprojectperformanceontheregularbasistoprovideconfidencethattheprojectwillsatisfytherelevantqualitystandard.Teamdevelopment:developingindividualandgroupskillstoenhanceprojectperformanceInformationdistribution:makingneededinformationavailabletoprojectstakeholdersintimelymannerSolicitation:obtainingquotations,bids,offers,orproposalasappropriatesourceselection:choosingfromamong

potentialsellerscontractadministration:managingtherelationshipwiththesellerProjectplanexecution:carryiControllingprocessesfacilitatingprocessesPerformancereportingOverallchangecontrolScopechangecontrolSchedulecontrolRiskresponsecontrolCostcontrolQualitycontrolControllingprocessesPerformanProjectperformancemustbemeasuredregularlytoidentifyvariancesfromtheplan.Thevariancearefedintothecontrolprocessinthevariousknowledgeareas.Overallchangecontrol:coordinatingchangesacrosstheentireprojectScopechangecontrol:controllingchangetoprojectscopeSchedulecontrol:controllingchangestotheprojectscheduleCostcontrol:controllingchangestotheprojectbudgetQualitycontrol:monitoringspecificprojectresultstodetermineifthecomplywithrelevantqualitystandardsandidentifyingwaystoeliminatecausesofunsatisfactoryperformancePerformancereporting:collectinganddisseminatingperformanceinformation,includingstatusreporting,progressmeasurement,andforecastingRiskresponsecontrol:respondingtochangesinriskoverthecourseoftheproject.ProjectperformancemustbemeClosingprocesses

Contractclose-outAdministrativeclosureClosingprocessesContractAdmiAdministrationclosure:generating,gathering,anddisseminatinginformationtoformalizephaseorprojectcompletionContractclose-out:completionandsettlementofthecontract,includingresolutionofanyopenitems.Theprocessillustratedabovemeetthetestofgeneralacceptancetheyapplytomostprojectsmostoftime.However,notalloftheprocesseswillbeneededonallprojects,andnotalloftheinteractionswillapplytoallprojects.Whenthereisaneedtomakechange,thechangeshouldbeclearlyidentified,carefullyevaluated,andactivelymanaged.Administrationclosure:generaII.ProjectPlanningII.ProjectPlanningWhydoIneedaP.O.D.?ToprovideabaselineofinformationforapprovalorrejectionoftheprojectproposalToidentifyrolesandresponsibilitiesbeforetheprojectisstartedTodefinecompletion(success)inadvanceWhydoIneedaP.O.D.?P.O.D.FunctionIdentifykeyassumptionDefineinitialprojectscopeprojectcompletioncriteriafunctionsaddressedandnotaddressedworkproductsandtheircompletioncriteriamajoractivitiessignificantdependenciesP.O.D.FunctionIdentifykeyaP.O.D.Function2Identifyresourcerequirementsresponsibilities(organization)skillstimeestimatesmaterialresourcesprojectcostDeterminepreliminaryscheduleTheP.O.D.ShouldbeformalproposalP.O.D.Function2IdentifyresoP.O.D.MinimumcontentIntroductionKeyassumptionRolesandresponsibilitiesMajorproductsCompletioncriteriaEstimatedscheduleEstimatedcostP.O.D.MinimumcontentIntroduWhyplantheP.O.D.?TomanageriskTomaximizereturnoninvestmentToensureclientsatisfactionTocommunicateWhyplantheP.O.D.?TomanageInthebeginning...

PlansScheduleScopeResourceInthebeginning...PlansScheP.O.D.PlanningProcessDefinetheproductsIdentifytechnicalactivitiesEstimateshoursforactivitiesAddlevelofefforthoursDeterminedependenciesIdentifystaffingIdentifyotherresourcesIdentifyutilizationrateDetermineactivitysizeDetermineactivitydurationDevelopestimatedscheduleP.O.D.PlanningProcessDefine1.DefinetheproductsStandardproductsfrom:Designproject:systemrequirementsreportsystemdesignreportimplementationphaseplanImplementationproject:detailedprogramspecificationsprogramsandprogramsdocumentationinstallationplan1.DefinetheproductsStandardNon-standardproducts:Firstofitskind?Firstinthiscompany?Firstatthislocation?…...Non-standardproducts:2.IdentifythetechnicalactivitiesExample:designproject,activitiesinclude:1.Orientation2.Interviewstandards3.Globalinterviewpreparation4.Standardsforrequirementsreport(SRR)5.Interviews:individualpreparation;interview;minutes;confirm6.Consolidatedata7.Writerequirementreport8.Externaldesignphaseplan9.Externaldesignstandards10.Externaldesignphase11.Internaldesignphase2.Identifythetechnicalacti3.Estimatehoursforactivities

Activitiesworkhours1.Orientation(30hrs,6people)1802.Interviewstandards1603.Globalinterviewpreparation804.Standardsforrequirementsreport(SRR)605.Interviews(20)640(16x2peoplex20)individualpreparation4interview4minutes4confirm46.Consolidatedata6007.Writerequirementreport1408.Externaldesignphaseplan809.Externaldesignstandards6010.Externaldesignphase200011.Internaldesignphase2000Projecttotal60003.Estimatehoursforactiviti4.AddlevelofefforthoursProjectmanagementChangeinvestigationProjectmeetings…...4.AddlevelofefforthoursPr5.Determinedependencies“l(fā)ogical”orderofactivitiespredecessors/successorsuncovermissingactivitiesinitiallyignoreresourceconstrainsidentifycriticalpath:thecriticalpathisthepathoflongestdurationthroughnetwork;thetaskonthecriticalpathiscriticaltask5.Determinedependencies“l(fā)ogiDeterminedependencies1256387109411Determinedependencies125638716.IdentifystaffingInternalpersonnel/skillsExternalpersonnel/skills6.IdentifystaffingInternalp7.IdentifyotherresourcesDedicatedtestconfigurationLaserprintersfordocumentationWordprocessingsupport…...7.IdentifyotherresourcesDed8.IdentifyutilizationrateHoursavailable=2080(52x5x8)education80vacation+holidays160administration80personal80others80Totalnon-productivehours480Totalproductivehours16008.IdentifyutilizationrateHoUtilizationvs.Projectduration(173hourspermonth)Utilizationvs.Projectdurati9.Determineactivitiessize(utilization@75%)Activitiesworkhoursweeks1.Orientation(30hrs,6people)1806.02.Interviewstandards1605.33.Globalinterviewpreparation802.74.Standardsforrequirementsreport(SRR)602.05.Interviews(20)640(16x2peoplex20)21.3individualpreparation4interview4minutes4confirm46.Consolidatedata60020.07.Writerequirementreport1404.78.Externaldesignphaseplan802.79.Externaldesignstandards602.010.Externaldesignphase200066.711.Internaldesignphase200066.7Projecttotal60002009.Determineactivitiessize(u10.Determineactivityduration(technicalstaffing@6)Activitiesworkhoursweeksduration1.Orientation(30hrs,6people)1806.01.02.Interviewstandards1605.31.33.Globalinterviewpreparation802.71.34.Standardsforrequirementsreport(SRR)602.02.05.Interviews(20)640(16x2peoplex20)21.33.8individualpreparation4interview4minutes4confirm46.Consolidatedata60020.04.17.Writerequirementreport1404.71.28.Externaldesignphaseplan802.72.09.Externaldesignstandards602.01.010.Externaldesignphase200066.711.211.Internaldesignphase200066.711.2Projecttotal600020033.610.Determineactivityduration11.Developestimatedschedule(requirementsphase)

11.DevelopestimatedscheduleP.O.D.planningprocess--

anotherviewDefinescope-Definetheproducts-Identifytechnicalactivities-Estimateshoursforactivities-Addlevelofefforthours-DeterminedependenciesP.O.D.planningprocess--

anothIdentifyresources

-Identifystaffing-IdentifyotherresourcesDevelopschedule-Identifyutilizationrate-Determineactivitysize-Determineactivityduration-DevelopestimatedscheduleIdentifyresourcesIntheend...ScopePlansScheduleResourcesIntheend...ScopePlansScheP.O.D.IntroductionKeyassumptionRoles&responsibilitiesMajorproductsCompletioncriteriaEstimatedscheduleEstimatedcostP.O.D.IntroductionWhentheprocessiscomplete...EvaluateriskintheP.O.D.Revisittheprocesstocontain/reduceriskReviseoutputsaccordinglyIterateuntil“readyforprojectassurance”Whentheprocessiscomplete..“Weneverhavethetimetodoitrightthefirsttime,butwealwayshavetimetodoitover.”“Ifwedon’thavetimetodoitrightthefirsttime,whenarewegoingtohavetimetofixit?”“WeneverhavethetimetodoIII.ProjectplanningIII.ProjectplanningWhyplan?TomanageriskToincreaseusersatisfactionNosurprisesTotalteamownershipTocommunicateTogainsupportandunderstandingToknowwhatyouhavedoToknowhowyouwillgoaboutdoingitToprovideabaselinefortrackingprogressTomanagechangeToestablishcompletioncriteriaTominimizetime,costs,andotherresourcesneedsWhyplan?Tomanagerisk

ProjectplansWorkplansupportplanStaffingplanprojectreviewOtherresourcesplandocumentationFacilitiesplanapproval/sign-offChangecontrolplantrainingStatusreportingplansystemtestFinancialplaninstallationDocumentcontrolplanContingencyplan

ProjectplansWorkplanPlanningbaselineP.O.D.AssumptionsOthercommitmentsidentifybusinessdecisiontoacceptorrejectincorporateintobaselineplanactionsrequiredgetplansignedoffbyuserplaceapprovedbaselineplanunderchangecontrolPlanningbaselineP.O.D.Planningprocess1.Definetheproducts2.Identifytasksandsubtasks3.Developprecedencediagram4.Assignhourstotasks5.Determinestaffhoursavailable6.Assigntaskstoresources&balanceagainstschedule7.Addmanagementtasks8.ITERATEuntilcomplete9.PrepareremainingplansandsummariesPlanningprocess1.DefinetheStep1.DefinetheproductsProducttypesandsourcesTypes:P.O.D.Deliverables;SupportproductsSources:P.O.D.Materials(deliverables)DeliverableguidelinesStatementofworkOtherStep1.DefinetheproductsProStandardproductsresourcestimeStandardproductsStep2.Identifytasksandsubtasks

Typesoftask:standard;project-related;level-of-effortSources

Departmentdocumentationprocedures+guidelinesBrainstormingsessionsExperiencedpeopleStep2.Identifytasksandsub

StandardmajortasksRequirementsdefinitionInternaldesignplanandorganizetheprojectplan,organizeinternaldesignorienttheprojectparticipantsdevelopinternalsystemstructureestablishtheinterviewanddatadevelopprogramfunctionspecsgatheringplandevelopdatafilesspecsconductinterviewscompletesystemdesignreportconsolidateinterviewdatadeveloptestingstrategycompleterequirementsreportdraftconducttechnicaldesigninterviewreviewdraftandobtainuserapprovalreviewsystemdesignreportwithExternaldesignuserandgainapprovalplan,organizeexternaldesigndeveloppreliminarysystemarchitecturedevelopfunctionalbusinessflowdesignuserinputs/outputsdefineapplicationviewsofdatabasecompleteexternaldesigndraftandreview,obtainuserapprovalStandardmajortasksProject-dependenttasksdatabasedevelopmentconversionplanningconversiontasksinstallationplanninguserandoperatoreducationplanningvendorproducttestingsubcontractorcoordinationProject-dependenttasksLevel-of-effort(LOE)taskshardtodefinespecificoutputcompletioncriteriatendtobelongrunningworkonthemissporadicOrientationmanagementchangeinvestigationskillstransfermeetingsLevel-of-effort(LOE)tasksOrIdentifythetasksResponsibilitycanbeassignedtoonepersonTasksresultsaretangibleandrelatedtoproductTasksarelessthanonereportingcycle(40hrs)TasksareadayorlongerindurationIdentifythetasksProcessfordefiningtasksReview:

thelatestbaselineplansforsimilarprojectstandardtasklistssimilarproductGettogetherwithotherplannersBrainstorm:namealltasksthatcometomind;don’tworryaboutsize,skills,duration;listtaskswhereeveryonecanseethemDocumentthetaskinmoredetail:title;description;completecriteriaAssigntaskID’s

ProcessfordefiningtasksStep3.Developprecedencediagram

Determineinterdependenciesorderoftaskspredecessor/successortasksIdentifymissingtasksInitiallyassumeresourceindependentCreatevisualpresentationStep3.DevelopprecedencediaStep4.Assignavailablehours

totasksReviewprojectobjectivesestimatesEstimateindividualdetailedtasksSumuphoursCompareyourhourstohoursinestimatingbackupandresolveanydiscrepanciesindependentassessmentnegotiatewithmanagerStep4.AssignavailablehoursRulesofthumbMeetingsrequire:

materialpreparationrehearsalthepresentationfollowuptimesandnumberofpeopleinvolvedInterviewstake2-3peopleplustheintervieweePlanning&estimatingtakestimetooProjectmanagement15-20%ofthetechnicaleffortMustincludeindividualprojectcontroleffort:LOE,changecontrol,statusreporting……RulesofthumbProjectobjectivesestimatingbackup:requirementsphaseTasks

Technicalhours1.Orientation:(25hrsx6)1502.Interviewstandards1303.Globalinterviewpreparation704.Interviews(20)(20x14x2people)560individualpreparation3hrsinterview4hrsminutes4hrsconfirm3hrs5.Standardsforreport506.Consolidatedata5107.Writereport1108.Externaldesignplan709.Externaldesignstandards5010.Levelofefforttasks300Totaltechnicalhours:2000ProjectobjectivesestimatingEstimatingpitfallsNotidentifyingalltasksSloppycompletioncriteriaFuzzyobjectivesSoloestimating“Superstar”estimatingUsingsomeoneelse’snumbersConsistentlygoingloworhighFailuretore-estimate,basedonresults-to-dateEstimatingpitfallsStep5.DeterminestaffhoursavailableBasisforprojectobjectivesscheduleHoursavailable/year=2080(52weeksx5daysx8hours)Education80hrsVacation+holidays160hrsAdministration80hrsPersonal90hrsOthers(travel,sickness)70hrsTotalnon-productivehours:480hrsTotalproductivehours:1600hrs77%utilization,133hours/monthStep5.Determinestaffhours項目管理課程資料英語版課件ProjectstaffingRequiredstaffActualstaffanalystskillprofilewritten/verbal-local/nationalcommunicationthroughtechnical-manages-wordofmouth-projectassuranceProjectstaffingStaffingplanconstructionRequiredskillsfortasksSkillsofstaffAvailabilityofStaffPrecedencediagramMatchTaskdurationTaskassignmentDiagramStaffingplanconstructionRequBlockouttimeNotavailablefortechnicaltasksEnternon-projecttimeforeachperson:weekend,holidays,vacation,education…Entertimenotavailableforeachpersonotherassignedtime,illness,personalbusinessEnterprojectcontrolLOEtaskstoeachpersonstatusmeetings,changecontrolsupport,statusreports,miscellaneousmeetingsandsupport…seefigures...BlockouttimeNotavailable

Step6.Assigntaskstoresources&balanceagainstscheduleGettherightresourceatrighttime.Step6.AssigntaskstoresourEntertechnicaltasksfactorstobeconsideredprecedencepositionoftaskprojectstrategystaffingavailableskillsrequiredskillsavailablenumberofpeopleassignedtotaskefficiency,urgency,complexityEntertechnicaltasksDeterminetasksizeTasks

Technicalhours

workweeks1.Orientation:(25hrsx6)1505.02.Interviewstandards1304.53.Globalinterviewpreparation702.34.Interviews(20)(20x14x2people)56018.5individualpreparation3hrsinterview4hrsminutes4hrsconfirm3hrs5.Standardsforreport501.76.Consolidatedata51017.07.Writereport1103.78.Externaldesignplan702.39.Externaldesignstandards501.710.Levelofefforttasks30010.0Totaltechnicalhours:200066.7DeterminetasksizePrecedencediagram12348651097Precedencediagram12348651097項目管理課程資料英語版課件BalancingAdjust:taskduration,taskstartdate,taskassignment……Balanceplan,lefttorightMaintaindependenciesVerifyreasonablenessBalancing項目管理課程資料英語版課件Step7.AddmanagementtasksPreparebottom-upestimatesCheckagainst15-20%ruleGeneralarchitectsupportseefi