项目管理培训手册模板.doc

项目管理培训手册

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DATACOM
Information Technology Limited

WELCOME

TO

项目管理

PROJECT TEAM
MEMBER WORKSHOP

A TWO DAY WORKSHOP

This 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 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 study to give you an opportunity to apply the techniques included in the methodology

WORKSHOP OBJECTIVES
工作室目的

Understand Roles & Responsibilities
明白职分及责任

Understand team member role
明白团体职分

Learn the Methodology 学习方法

l Project definition 项目定义
l Project planning & scheduling 项目计划及排程
l Project execution 顶目实施
l Project closure 项目完结

Learn the techniques to use
学习技术尽量利用
Contributing to success
达致成功

ESTIMATING FACTORS
估计因素
TASK
使命

SIZE EFFORT DURATION=
WORK DAYS
大小 努力 期间=工作日数

CALENDAR TIME
日历时间

EFFORT≠DURATION≠SCHEDULE
努力≠期间≠进度表

INPUTS
输入

Historical data
过往资料
Experience & skills
经验及技巧
Expert view
专家意见

BIAS? BIAS?
偏见? 偏见?
TASK
任務

EFFORT
努力

SIZE 大小

PERSON DAYS
個人日子

DEFINE MEASUREMENT
BASIS 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
计划评审技术-PERT
S
F

S
F

逻辑基础-依赖性
BASED ON LOGIC-DEPENDENCY
3 TYPES:三种类
l Finish to Start完结到起始
l Start to Start [paired] 起始到起始[配对]
l Finish to Finish [paired]完结到完结[配对]
CRITICAL PATH –THE LONGEST PATH
计划评审-最长要径
-LEAST FLEXIBLE
-最低灵活性
Any slippage extends the Total Project Time [TPT]
任何小疏忽加长总项目时间
CAREFUL: Compressing the schedule
can change the Critical Path
警告:压缩排程能够改变要径

CPM-PERT TERMS
Forward Pass- Early START and FINISH 前进-早开始及完成
Backward Pass-Late START and FINISH 后退-开始及完成
TOTAL FLOAT-摇摆
SPARE TIME IN AN ACTIVITY
分配时间于各种活动
INCLUDES FREE AND INDEPENDENT FLOAT
包括自己反依赖性的摇摆
CRITICAL ACTIVITY-ZERO FLOAT BY
重要活动-零的摇摆
DEFINITION-IT CAN BE FORCED!定义-能够强行
OTHER RELATIONSHIPS其它关系
4d

LEG [GAP]- A forced delay between tasks

2d
LEAD [LEEWAY]-A forced start of the
successor before completion of the
predecessor

Errors in Logic
BOTH BREAK THE LOGIC
OF THE NETWORK
错误使纲络理论停止运作

THE LOOP 循环

THE DANGLE 摇摆不定

REVIEW THE PROJECT DEFINITION
检讨计划的定义
Does the plan: 计划
l meet critical dates for deliverables? 在重要日子传递讯息
l clearly meet interface dates? 清楚相约其它日子

OPTIMISATION INVOLVES: 理想计划包括
l understanding the conflicts 明白冲突的地方
l analysing priorities 分析优先次序
l deriving options 削去不必要选择
l selecting the best realistic option 选取最真实性的决择
l seeking stakeholder agreement 寻找投资者的同意书
l revising plans 重温计划的内容
l communicating to everyone 与其它人交换意见

TRADE-OFFS & OPTIMISATION
TAKES TIME TO GET THE BEST
SOLUTION
选择性及乐观性
用时间来获取最好的方案

OPTIMISING TRADE-OFFS乐观性的选择
POSSIBLE ACTIONS: 可行方法
Re-evaluate dependencies 重新评估依赖性
Review relationships 回顾各种关系
Introduce Lags and Leads-with care! 小心地引申拉引行为
Split activities for concurrency 分散工序,保持合作性
Review duration 检讨各工作时间
Review contingency time检讨一贯时间所需
Re-assign resources 重新分配资源
Utilise the Total Float times 尽量利用所有空间时间
Reduce peak loading – levering 减少极大压力-平衡
Seek more resources? 寻找更多资源
Increase resource capacities 增加资源地位
Avoid re-invention 防止再创造其它选择
Reduce Scope/specifications? 减少分工合作
EVALUATE THE IMPACT 评估影响所及
Use what-if analysis 如果用作为分析
Review Project Risks 检讨其冒险机会
Customer acceptance 客人接受机会

OPTIMISING & RECOVERY PLANNING INSIDE A KEY STAGE
乐观化及恢复计划是一个重要阶段

DEVELOP WHAT – IF’s 发展空间

REDUCE THE OPTIONS 减少选择机会

RECOMMENDED ACTIONS 推介行动

SEEK PROJECT LEADER
APPROVAL
计划得到组长应允

BEFORE YOU MODIFY THE PLAN
在改变原定计划之前

COMMUNICATE THE PLAN CHANGES TO THOSE DOING
THE PROJECT WORK
向有关工作人员解释新计划的改变

SECURE RESOURCE COMMITMENTS
保障资源承诺

The Key Stage Owner 重要阶段的拥有人

The Resource 资源

The Functional Manager 功能组别经理

ALL PARTIES MUST SIGN – UP
PROJECT LEADER APPROVES
参与者必须签署待组长审阅

REVIEW THE RISK LOG
检讨有危机的地方
ASK: 问
Have any changed rankling? 何种改变, 使人痛心
Any ,moved to HIGH? 何事转为高危事件
Any risks identified from planning? 何种危机被计划所确认

Check the plan for areas of risk;
检查计划裹有危机的地方
Tasks on the Critical path 重要关键时刻
Tasks with long durations 长远计划
Tasks dependent on third parties 依赖第三者
Lags and Leads 落伍及前卫
Complex tasks 繁复的工作
Tasks using new technology 新科技应用
Tasks with little float 摇摆不定

Do not remove risks from the LOG, only remove the ranking
不要将风险在日志中除掉,只有除掉次序优先

IDENTIFY ISSUES PROMPTLY
ACTION TO RESOLVE IS A PRIORITY
定时确认危机优先采取行动解决
The Project Leader must record
all issues.
计划组长必须记录所有论点

ISSUES ARE RATED: 论点分类
RED-MAJOR-Escalated to Project Members
红色-主要-扩大到项目人员
YELLOW-SERIOUS-Escalated to Sponsor
黄色-严重-扩大到资助人
GREEN-MINOR-Escalated to Project Leader
绿色-次要-扩大到组长
ACTION PLANS ARE ESSENTIAL
行动的重要性
Was it a RISK? 危机
What is the consequence? 结果
What options are available? 可供选择
What actions are recommenced? 建议采取行动
Who is responsible for implementation?谁可执行

SET THE BASELINE PLAN
设定计划的底线

‘FIXES’ THE PLAN
固定计划
BASIS OF PROGRESS
量度工作
MEASUREMENT
进度底线

ESTABLISHES CLEARLY
VISIBLE TARGETS
设立清楚可见的目标
AGREES A MEETINGS
SCHEDULE
同意会议时间表

ESTABLISHES REPORTING & CHANGE PROCESSES
建立报告及转变程序

REPORTING PROGRESS 进度报告

COMMUNICATION IS VITAL TO SUCCESS
人与人沟通是成功的因素

KEY STAGE OWNER-
REPORT STATUS AT FREQUENCY
SET BY PROJECT LEADER.
重要阶段段的持有人周期性报告工作进度由组长设定

FOCUS: 焦点
MILESTONES ACHIEVED 里程碑建造
MILESTONES DELAYED 里程碑延误
ACTIONS TO CORRECT SLIPPAGE 改进散漫态度
FORECAST OF COMPLETION 预测完成日期
ISSUES OUTSTANDING 尚未解决议论

ANTICIPATE RISKS & ISSUES
预见危机及论点

THE CHANGE PROCESS 改变程序

Significant changes MUST
be documented and approved
重大的改变一定要书面通知,并得到批准

Significant change impacts on:
重大的改变会冲击在:
l deliverables传达
l schedule时间表
l costs 成本
l resource loadings 资源分配
l quality 质量
l performance 表现
THE PROJECT CHANGE REQUEST 计划改变
FOCUS ON: 焦点放在
l benefits of change 利益
l impact on cost/schedule/resources影响成本/时间表/资源
l priority 优先权
l increased/reduced risks 增加/减少危机

ORGANISE THE LAUNCH组织一个新开始

VALIDATE & CONFIRM: 有效及确认
l KEY STAGE WORK PLANS 主要階段工作計劃
l RESOURCE COMMITMENTS 資源承諾
l MEETINGS SCHEDULE 會議時間

l 1:1-TEAM MEMBERS & SPONSOR
1:1的组员及资助人
l PROJECT TEAM-PROGRESS
工作小组进度
l PROJECT REVIEWS工作检讨
l KEY STAKEHOLDERS 主要投资

THEN HOLD THE:然后抓紧

l THE PROJECT LAUNCH MEETIN新的工作會議
The Project Sponsor工程資助人
Key stakeholders 主要投資
The Project Leader 組長
The Team 組員

Monitoring & Tracking Progress
辅助及紧随工作进度

MONITORING 辅助
THE CHECKING PROCESS检查程序
COLLECTING PROGRESS DATA收集工程数据
QUALITATIVE DATA使之为有质数的资料
TEAM PERFORMANCES小组表现
IDENTIFY VARIANCES确认不同意见
REVIEW RISKS检讨危机

TRACKING 紧随
ANALYSING THE VARIANCE分析各类意见
DEFINING CAUSE寻找原因
ESTABLISHING IMPACT
EVALUATE OPTIONS评估所有选择
PLAN CORRECTIVE ACTIONS计划正确行动
RESOLVE ISSUES解决方案
UPDATE PLAN DOCUMENTS更新各种文件
REPORT PROGRESS报告进度

COLLECTING PROGRESS DATA收集工程数据

THE GANTT CHART IS LINEAR统计图表是线形的

EFFORT IS .…? 努力是?

Ask: 问
START DATE开始日期
EFFORT EXPENDED TO DATE努力漫延至当天
EFFORT REMAINING努力仍留下
But ALWAYS ask:但一般问?
FORECAST TO COMPLETE预测完成日期

NOT 否

不同意见VARIANCE
分析ANALYSIS

+ BETTER THAN PLAN
效果比计划好

- WORSE THAN PLAN
效果比计划差

ANALYSE分析

THE CAUSE成因

PROJECT SLIP–ONE DAY AT A TIME!
工作散漫 - 一天一次

ANALYSE CAUSE:分析成因
Fishbone diagrams鱼骨图
Why-Why diagrams点解-点解图

ESTABLISH IMPACT
Re-assign resources重新分配资源
Revise estimates重新估计
New estimator!委任新评估人员
More effort?更新努力
More resource?更多资源
Modify plan logic?更新计划的推论

ALWAYS GET OTHERS INVOLVED
IN PROBLEM SOLVING –DON’T TRY
AND DO IT ALONE.
不要依赖其它人帮你解决难题, 让自己解决

PLAN CORRCETIVE ACTION计划正确行动

DEVELOP OPTIONS选择发展

USE TEAM EXPERTISE利用小组经验

RECORD ASSUMPTIONS记录假设

CHECK FOR RISKS检查危险性

SELECT ‘BEST’ OPTION选最好的决择
[scope-cost-schedule] 内容-成本-时间表

DON’T SHOOT FROM THE HIP!

SOLVE THE PROBLEM-
NOT THE SYMPTOMS
解决问题并不是问题征兆

CHECK IF:先检查,如果:

- critical path is changed重要性的路径改变
- workloads adversely affected影响工作量
- milestones are affected影响里程碑
- new HIGH risks exposed新高危展现
- cost over-runs introduced成本过高
- schedule slippage are controllable工作散漫是可控制的

DEVELOP ACTION PLANS:
发展挽救行动的计划

- priority order?优先次序
- who is responsible?谁可负责
- target completion date?目标完成日期
- who kept informed?谁可保持联络

ESCALATE OUTSTANDING ISSUES
扩大不能解决的论点

VALIDATE COMMUNICATION PROCESSES有效沟通程序

Ensure you maintain effectiveness
保证维持高效率
Report status and issues promptly
定时报告进度及意见
Attend team meetings on time
准时出席小组会议
Have 1:1’s with Project Leader

Agree your performance targets
认可你的表现目的
Anticipate issues
预测其它
Watch for triggers on risks
留意每个引发危机的机会
Maintain awareness-new risks
保持清醒面对新的危机

UPDATE THE RISK ASSESSMENT
更新危机

Review risks regularly that affect
your key stages
定时检讨各类危机,将可影响你的成功

High risks must be alerted to
Project Leader for action planning
高危一定要通知组长采取行动

Review outstanding issues
and their corrective action plans

Highlight unresolved issues
-they do NOT go away!
标记不能解决的难题,使之不会遗留

Ensure your assigned ACTIONS
are completed on time
保证你分配的工作准时完成

ESTABLISH COMPLETION CRITERIA建立完整標準
DELIVERABLES灌輸性

BENEFITS利益

DECIDE:决定
Which activities/factors哪种行动/原因
How measured如何量度
S M A R T test机智程度测试
Limits of acceptability有限的接受能力
USE THE WBS!利用资询科技

DERIVE A HANDOVER CHECKLIST
设计承继工作检视表

YOUR OBJECTIVE IS TO
DELIGHT YOUR CUSTOMER
你的目的是取悦你的顾客

ACCEPTANCE PROCESS接受程度

DEFINE AS EARLY AS POSSIBLE
IS IT A KEY STAGE IN YOUR PLAN?
在你的计划中尽早介定是否有关键时刻

DEFINE:介定

WHO ACCEPTS THE RESULTS?谁接受结果
WHAT DOCUMENTATION?何种书面通知
WHO IS RESPONSIBLE?谁可负责
WHAT SUPPORT?什么形式的支持
WHO IS RESPONSIBLE?谁又可负责支援
HOW LONG?需多久
TRAINNING NEEDS?需要训练
HOW SATISFIED? 怎算满意

RECORD IN PROJECT FILE
记录在计划档案

Excellence!特别出众

COMES FROM
CONTINUOUS IMPROVEMENT
来自不断的改良

收集良好的意见COLLECT GOOD IDEAS:

新产品New products
新的执行New Processes
新的程序New Procedures

DON’T LOSE THEM!不要遗失

ANOTHER PROJECT?第二个工程

RECORD FOR LATER INVESTIGATION
记录最新的数据

CLOSE-OUT THE PROJECT暂停现有工程

PROJECT REVIEW MEETING
工程检讨会议
Completion Certificate
完成証書

Documentation文書處理
Acceptance Process接受程序

Action outstanding
Issues 行動

Deliverables
WBS done傳送

Review Issue Log
檢討意見

EVALUATION-WHY?评估点解

WHAT WENT WELL?
什么进行顺利

WHAT WENT BADLY?
什么进行不顺利

WHY?点解

An opportunity for……另一个良机

CONTINUOUS
IMPROVEMENT
不断改良

REVIEW THE PROJECT PROCESS
检讨计划的进行

Ask questions:常问题目
What problems occurred?常见问题
How were these identified .. and resolved?如何确认及解决
Which procedures worked well?哪个程序顺利进行
What improvements can be made now?改良方案可实时执行
What improvements have been made?改良后的优点

REVIEW TEAM &
STAKEHOLDER PERFORMANCE
检讨组员及投资者表现

PURPOSE: To learn not blame!
目的去学习不是责备

Review:检讨
- management processes管理的进行
- team leadership组长领导能力
- individual performance个别组员表现
- communication processes沟通程况
- team working小组工作

DOCUMENT THE LEARNING POINTS
将学习要点文件
COMMUNICATE沟通性
GLOBALLY环球性

WHAT ACTION IS NEEDED?需要什么行动?
WHO WILL OWN THE ACTIONS?谁可执行?
WHAT IS THE TARGET DATE TO COMPLETE?
怎样完成指定目标日期

PREPARE THE FINAL REPORT准备结尾的报告
Summary of project performance-概述工程表现
good and ‘not so food’好与不好
+ Results of Evaluation评论结果
+ Recommendations for improvement
推介改进方案

FINAL SIGN-OFF MEETING最后会议
Then然后
CELEBRATE Success庆祝成功