北大方正項(xiàng)目管理課程資料

Topic2PROJECTMANAGER+PROJECTORGANIZATIONNov.28,2001I.TheNatureofManmodelabouthumanbehaviorNov.28,2001Understandinghumanbehaviorisfundamentaltounderstandinghoworganizationsfunction,whetherareprofit-makingfirms,non-profitenterprises,orgovernmentagencies.Understandinghumanbehaviorisalsothefundamentaltounderstandinghowpersonact----game.WewillmainlyfocusonREMM.Nov.28,2001REMMResourceful,Evaluative,MaximizingModelPostulates1--4Nov.28,2001Postulate1Everyindividualcares,heorsheisanevaluator.1)Theindividualcaresaboutalmosteverything,knowledge,independent,etc2)REMMisalwayswillingtomaketradeoffsandsubstitutions.3)Individualpreferencesaretransitive.Nov.28,2001Postulate2Eachindividual’swantsareunlimited1)IfwedesignatethosethingsthatREMMvaluespositivelyasGOODS,thenheorsheprefersmoregoodstoless,GOODScanbeanythingfromartobjectstoethicalnorms.2)REMMcannotbesatiated.Heorshealwayswantsmoreofsomethings,materialgoods/intangiblegoodsNov.28,2001Postulate3Eachindividualisamaximizer:Heorsheactssoastoenjoythehighestlevelofvaluepossible.Individualsarealwaysconstrainedinsatisfyingtheirwants--wealth,time,physicallawsofnature,limitsoftheirownknowledgeaboutvariousgoodsandopportunities,etccanbetheconstrains----opportunityset----begivenandexternal.Nov.28,2001Postulate4Theindividualisresourceful:Individualsarecreative.Theyareabletoconceiveofchangeintheirenvironment,foreseetheconsequencesthereof,andrespondbycreatingnewopportunities----thelimitationisisnotimmutable.Humanbeingsarenotonlycapableoflearningnewopportunity,theyalsoengageinresourceful,creativeactivitiesthatexpandtheiropportunitiesinvariousways.Nov.28,2001REMMsatwork:Thinkabouttheeffectsofnewlyimposedconstrainstohumanbehavior.REMMs’responsetoanewconstrainsistobeginsearchingforsubstitutesforwhatisnowconstrained,asearchthatisnotrestrictedtoexistingalternatives.Theywillinventalternativesthatdidnotpreviouslyexist.Examples…...Nov.28,2001REMMmeansthereareno“needs”----individualisalwayswillingtomaketradeoffs,willingtosubstitute---willingtogiveupasufficientsmallamountofanygoodforsufficientlargeamountofothergoods(inhisorherownsense).Therearenoneed,thereonlywants,desires.demands.Ifsomethingismorecostly,lesswillbedemanded,thanifitwerecheaper.----Cost/benefitanalysis.Nov.28,2001Keepinmind:AlmostallthepeopleintheworldactasREMMs,REMMsareeverywhere----GAMEbetweendifferentparties----Trytounderstandwhatdoyourcounter-partyreallywant.Nov.28,2001II.ProjectManager’sRoleNov.28,2001ObjectivesIDENTIFY:WhataprojectmanagerisWhyaprojectmanagerisneededHowtoperformtheroleofaprojectmanagerWhenaprojectmanagerwillplayakeyroleintheprojectNov.28,2001Projectmanager-DefinitionAprojectmanagerisanindividualresponsiblefor:PlanningandorganizingControllinganddirectingtheday-to-dayactivitiesofaproject(s)DeliveringtheprojectobjectivestoSponsorandSteeringCommitteeNov.28,2001A.PlanningandOrganizing1Planning1)Thetechnicalactivitiesoftheprojectthatwillproducetheproject’sobjectives:(1)teammembers’activities;(2)scheduleoftheprojectdeliverables.2)Thefinancialobjectivesoftheprojectisbasedonthebusinesscase:(1)revenuefromdeliverablesdeliveredtotheclient;(2)costofteammembers’labor;(3)costofdeliverablesfromsuppliers;(4)allotherprojectrelatedcostNov.28,20012.Organizing1)Theprojectteam,rolesandresponsibilitiesforallteammembers2)Theprojectdocumentation:(1)contractfile;(2)projectplans;(3)projectprocedures;(4)financialdocumentation:invoicestoclients;invoicesfromsuppliers;(5)correspondenceNov.28,2001B.ControllingManagingtheriskfactorsoftheprojectManagingthechangestotheprojectManagingtheissuesandproblemsduringtheprojectTrackingthetechnicalperformanceoftheproject----schedule,qualityTrackingthefinancialperformanceoftheprojectTrackingthesuppliersperformanceagainsttheircontractTrackingtheclientsatisfactionManagingthemoraleoftheprojectteamNov.28,2001WhyhaveaprojectmanagerProjectmanager’svalue----enhancetheprobabilityofaproject:--withqualityproducts--thatisonschedule--thatcompleteswithinbudget--withasatisfiedclient--thatleadstofollow-onbusinessNov.28,2001Howdoyoudoit1.FollowdefinedprocessesthatenableyoutoPLANandMANAGEtheproject2.IdentifytheSKILLSrequiredforagoodprojectmanager:matchthosewiththeonesyoupossess;developmissingskills3.GAINEXPERIENCE,doitinsmallsteps:gofromasmallprojecttoalargeroneandsoonuntilyouaremanaginglargemulti-yearcomplexprojects.Nov.28,20011.FollowdefinedprocessesthatenableyoutoPLANandMANAGEtheproject1).PlanningProcessesDevelopaWorkBreakdownStructure(WBS)--includeitemstocontainriskDevelopthenetworkEstimatecost&effortCreateascheduleRepeatasnecessaryNov.28,20012)ManagingProcessesRiskmanagementprocessExceptionmanagementprocessConductprojectreview(s)Projecttrackingprocess3)FitstheplanningandmanagingprocessestogetherNov.28,2001

Nov.28,20012.SkillsRequirementAverygoodunderstandingandawarenessofthebusinessExperiencemanagingprojectsthroughtheprojectimplementationlifecycleFluentcommunicatorAbilitytomanagepeopleandmotivatethemtodeliveraccordingtorigorous,oftenpunishing,timetablesNov.28,2001AnunderstandingandsolidappreciationofbusinessplanningandstrategytechniquesAbilitytounderstandandimplementchangemanagementprogramsBeITliterateandfullyconversantwiththeadvantagesthatITmightbringtoaplannedprogramofchangeUnderstandconceptsofriskmanagementandbeabletoexecuteitAbilitytomanageclientexpectationswhileretainingalignmentoverevolvingbusinessneedsNov.28,2001CharacteristicsofagoodmanagerCommunicatorOrganizedPlannerTakesresponsibilityManageexpectationProblemanalyzerRecognizedleaderConfidentAggressiveCreativeproblemsolverConsistentFlexibleCheerleaderPsychiatristLeadershipTeambuilderCoordinatorFacilitatorPeopleorientedMotivatorNov.28,2001CharacteristicsofagoodmanagerSenseofhumorUnderstandsuserProventrackrecordSkillsassessorGoalorientedEmpatheticRisktakerRealisticGoodbusinesspersonProfitdrivenNov.28,2001WhendoesitStartWhendoesaprojectmanagergetinvolved?WhenanopportunitytodobusinesswithacustomerisidentifiedThisisduringtheCustomerRelationshipManagement(CRM),SolutionDesignprocessNov.28,2001CRMSolutionDesignThebusinessprocessthatmanagesanopportunitytodobusinesswithacustomerDuringthisprocessasolutionfortheidentifiedopportunityisdevelopedThisprocessstartswhentheopportunityisidentifiedandiscarriedonuntilthecustomersignsacontractorrejectstheproposalforthesolutionNov.28,2001PhasesoftheCMRsolutionDesignThefollowingarethephasesoftheCMRSolutionDesign:ReviewingtheopportunityDefiningthesolutionCreatingaproposalObtainingcustomerapprovalNov.28,2001CMRSolutionDesignProjectDuringthisprojectthereisaneedforanindividualwhowillberesponsiblefor:-PlaningtheSolutionDesignproject-Organizingtheteamandresourcesfortheproject-Directingandmanagingtheday-to-dayactivities-DeliveringtheprojectobjectivesandproposaltothecustomerThisindividualisaprojectmanagerNov.28,2001SolutionDeliveryProjectOncethecustomersignsthecontracttheSolutionDeliveryprojectwillstartDuringthisprojectthereisaneedforanindividualwhowillberesponsiblefor:-PlanningtheSolutionDeliveryproject-Directingandmanagingtheday-to-dayactivities-Organizingtheteamandresources-DeliveringtheprojectobjectivesandsolutionThisindividualisaprojectmanagerNov.28,2001ProjectManagementStarts?ProjectmanagementstartsatthebeginningandstopsattheendstartupmanageclosecautionstopOnewayNov.28,2001BaselineTheSolutionDesignandSolutionDeliveryhaveoneotherthingincommon----ABaselineABaselineisapositionorstatementfromwhichchangeisidentifiedNov.28,2001Baseline(continue)InSolutionDesignthestartingbaselineistheidentifiedcustomerrequirements--ThisbaselinewillgrowandchangeastherequirementsandsolutionarerefinedInSolutionDeliverythestartingbaselineconsistsofthecontract,proposal,etc.--ThisbaselinewillalsochangeandgrowthroughoutthelifecycleoftheprojectNov.28,2001Baseline:businesscaseOneofthekeydocumentsofthatisabaselineatthestartoftheSolutionDeliveryisabusinesscase:Businesscaseis:adocumentjustifyingtheprojectinfinancialterm;Thedocumentusuallycontainstheprojectedcosts(todevelopandrun),andthebusinessbenefitthatthesponsorisdeliveringtothesponsoringorg.Nov.28,2001SummaryAprojectmanagerisafulltimejobThejobhasmanyresponsibilities:…...WiththemanyresponsibilitiesalsocomesmanyrewardsTheroleofprojectmanageristhekeytothesuccessofaprojectMostprojectsfailnotbecauseoftechnicalreasonsbutbecauseofalackofprojectmanagementNov.28,2001

Nov.28,2001III.RolesoftheProjectTeamNov.28,2001ObjectivesDescribetheprojectorganizationIdentifyprojectteammembersandtheirresponsibilitiesIdentifyprojectmanagementresponsibilitiesNov.28,2001Nov.28,2001InformationServices(IS)ManagementOverseetheprogressoftheprojectScheduleCostUsersatisfactionProjectmanagementsupportgroupsNov.28,2001ISManagement-SupportGroupsProjectAssuranceLegalUserorganizationsTechnicalProductSafetyOtherinternalorganizationsOtherexternalorganizationsNov.28,2001UserProjectManagerProvidesinformation,data,,decisionsandapprovalstotheprojectteamMonitorsandreportsonprogresstoupperusermanagementHelpsresolveprojectissuesParticipatesinprojectteamMonitorsandreportsonprogresstoupperusermanagementHelpsresolveprojectissuesParticipatesinprojectstatusmeetingsWiththeProjectManager,administerstheprojectchangecontrolprocedureHelpsresolvesdeviationsfromprojectplansNov.28,2001ProjectManagerOverallprojectresponsibilityEstablishesprojectworkplans,estimatesandschedulesEstablishesprojectstaffingrequirementsEstablishesprojecttrainingrequirementsConductsprojectplanningandprojectstatusmeetingsTracksandreportsprojectprogress,includingschedulesandworkproductsTakescorrectiveactionwhenneededNov.28,2001ProjectManagerPreparesanddeliversprojectstatusreportsEstablishesandadministersthechangecontrolprocedurePreparesandmakespresentationsatprojectreviewsInterfaceswiththeUserProjectManagerandobtainsagreementwhennecessaryNov.28,2001SystemArchitectAssiststheProjectManagerindefining,estimatingandplanningtasksCoordinatesdevelopmentofinterfacesbetweenotherteams,applications,systems,etc.ParticipatesindatabasedesignandtechnicalreviewsPreparesprojectproceduresProvidestechnicalguidancetoteammembersNov.28,2001SystemArchitectEstablishesguidelines,standardsandproceduresforformatandcontentofworkproducts(e.g.,reviewsworkproductsproducedbyteammembers)Coordinateswalk-throughanduserreviewmeetingsEvaluatesanddevelopsestimatesforprojectchangerequestsNov.28,2001SystemarchitectParticipatesinstatusmeetingsandprojectreviewsResolvestechnicalissuesParticipatesintechnicaldesignreviewsProvidesinputstotestplanReviewssystemtestcasesforcompletenessandaccuracySelectivelyreviewstestresultstoensurethequalityoftestingNov.28,2001ProjectlibrarianMaintainstheprojectdocumentslibraryandlogsMaintainsthecorrespondencefilesMayassistwiththeentryofweeklyinputintotheprojecttrackingsystemAssistswithclericalsupportKeyparticipantwithinprojectcontroloffice(PCO)Nov.28,2001TestcoordinatorPreparesthetestplan,includingguidelinesforpreparationof:functionlisttestscriptstestcasestestdataEstablishesthesystemtestsoftwareenvironmentandproceduresMonitorstherunningandreviewoftestcasesNov.28,2001TestcoordinatorMonitorsthedevelopmentofthesystemtestfunctionlistforaccuracyandcompletenessCoordinatesandprovidesguidancetotheUserAnalystsinthepreparationof:testscriptstestcasestestdataexpectedtestresultsMaintainsproblemreportsandproblemlogNov.28,2001TestcoordinatorFollowsuponproblemsreportedtoensurethatproblemsarebeingfixedwithintheestablishedtimeperiodCommunicatesmajorproblemsandsolutionstoallprojectteammembersMaintainsthesystemtestprogressreport,tracksandreportsteststatusNov.28,2001Teamleader(1)AssiststheprojectmanagerandsystemarchitectindefiningandestimatingtasksforprojectplanDefines,estimatesandassignstaskstoteammembersPlans,tracksandreportstheteam’sprogressagainstschedulesProvidestechnicalleadershiptoteammemberParticipatesinuserreviewmeetingsNov.28,2001Teamleader(2)Withthesystemarchitect,evaluatesprojectchangerequestHasprimaryresponsibilityfortheproblemandissuesprocessParticipatesinprojectreviewsActastheprimarycontactwithtechnicalsupportpersonnelReviewstheteammember’sworkproducts,andparticipatesinwalkthroughsNov.28,2001Teammember(1)AssiststheteamleaderindefiningandestimatingtasksDocumentsrequirementsandpreparesassignedpartsoftheRequirements,ExternalandinternaldesignreportsaccordingtoestablishedguidelinesPreparestestcases,scriptsanddataaccordingtothetestplanConductssystemtestaccordingthetestplanNov.28,2001Teammember(2)ReviewssystemtestresultsaccordingtothetestplanPreparesassignedportionsoftheusermanualaccordingtotheUserManualguidelinesPreparesusertrainingmaterialsand“trainingthetrainer”accordingtotheUserTrainingguidelinePlans,schedulesandconductswalkthrusofotherteammembers’workproductsNov.28,2001Teammembers(3)NotifiestheteamleaderofallapparentchangeswhichmightrequirechangecontrolReportsprogressagainsttheplanonaweeklybasis:hoursestimatetocompleteeachtaskotherkeyfactorsthatmayeffectthescheduleCodesofsoftwareproductsInstallssoftwareproductsNov.28,2001Teammember(4)InstallhardwareproductsTestssoftwareandhardwareproductsaccordingtotheestablishedguidelinesNov.28,2001ProjectexecutiveSamegeneralresponsibilitiesasProjectmanager,butatamuchhigherlevelHighlevelbusinessmanagerNov.28,2001UserVPSamegeneralresponsibilitiesastheUserProjectManager,butatamuchhigherlevelInterfacetotheProjectExecutiveNov.28,2001ProjectControlofficeMaintainskeyprojectdocumentationlibraryandlogsEnterstheweeklyinputintotheprojecttrackingsystemAssists/maintainsheoverallprojectplansAssistswithprojectreviewpreparationtracks/controlsalldocumentationnecessaryfortheprojectNov.28,2001

Nov.28,2001SummaryDefinetheprojectorganizationduringtheprojectobjectivesdefinitionphaseDocumenttheuserresponsibilitiesduringtheprojectobjectivedefinitionphaseCompleteaPositionDescriptionforeachindividualontheprojectNov.28,2001IV.TeambuildingNov.28,2001TeambuildingHowdoyouselectprojectmembers?Whatdoyoulookforinaprospectiveprojectmember?Howdoyoumakemembersofdifferentorg.intoaprojectteam?Nov.28,2001SelectionofprojectteamSpecificationofskillsrequiredResourcepool:yourdepartment,user,subcontractoravailable?Qualified?AssessmentprocessYourpersonnelUserpersonnelSubcontractorpersonnelNov.28,2001TeamintroductionLeadpositionsTaskassignmentsindividualgroupNov.28,2001UserpersonnelSelectionprocessresponsibilityassistanceTrackingproductivityPerceptionofassignmentUserorganizationdepartmentheadexecutiveNov.28,2001TeambuildingfactorsEducation/orientationtotalteamyourpeopleuserpeopleFacilitiessmoking/non-smokingterminalstelephonestravel/parkingNov.28,2001ProjectpeopleStakeholders:seefig.Nov.28,2001YourteaminterviewsSkillsIndependentSelf-reliantGoalorientedPositiveattitudeNov.28,2001TeamselectionExperienceCapabilityAvailabilityAlso:personalitygroupinteractiondesiresandgoalsNov.28,2001MaintainingmoraleMoraleboosters:luncheons,activitiesMoraleproblemspersonnelconflictstravel/parkingunusualworkingconditionstechnicalincompetencyexpectationNov.28,2001DevelopingskillsFormaleducation----scheduleitO-J-Topportunities----makethem…...Nov.28,2001SummaryAprojectteamconsistsofmanypeopleofvaryingbackgroundwithvaryinggoalswithvaryingskilllevelswithacommongoal/objectiveNov.28,2001YoumustmanageEXPECTATIONbyunderstandingbynegotiatingbyprovidingopportunitiesbycommunicatingfromthebeginningagreementwithallpartiesNov.28,2001V.ProjectInitiation:

meeting/orientationNov.28,2001ObjectivesDescribethepurposeoftheprojectKick-offmeetingIdentifytypicalmeetingagendaandparticipantsNov.28,2001ActivitiespriortoProject

Kick-offMeetingReviewprojectdocumentationHoldinitialmeetingwithuserprojectmanger----identifykeyissues/areasofconcernEstablishprojectworkplanDevelopstaffingplanandprojectteamorg.Developprojectteam’sworkenvironmentPrepareteamorientationpackagesNov.28,2001Projectkick-offmeetingPreparedandpresentedbyPMWithin2-3weeksofprojectstartAttendees:executivesponsoroftheprojectuserprojectmanageruserdepartmentheadI/SmanagerprojectteamNov.28,2001Kick-offmeetingobjectivesInitiatecommunicationsDevelopunderstandingGainagreementEstablishyourroleasaprofessionalmanagerandbusinesspersonNov.28,2001TopicscoveredDevelopment/implementationprocesstobeusedSystemtobedevelopedProjectresourcesandscheduleProjectmanagementsystemtobeusedUpcomingdevelopmentactivitiesNov.28,2001DevelopmentprocesstobeusedAphaseapproachmeasurableunitstasksandproductsareplannedindetaildeliverables:conformtostandards,serveasbaseline,basisforestimatingjointdevelopmenteffort:executivemanagement,setobjectives,providedirection,demonstratessupport,participatesinstatusreviewsNov.28,2001Jointdevelopmenteffort(1)Projectteamknowledgeableinapplicationdevelopmentcombinedstaffingfull-timeassignmentsgoals:qualityproduct;deliveredontime;withinbudget;withusersatisfactionNov.28,2001Jointdevelopmenteffort(2)Userknowledgeableinbusinessprocessesandneedsbestsuitedto