项目管理综合手册模板.doc

DATACOM Information Technology LimitedWELCOMETO项目管理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 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工作室目标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学习技术尽可能利用Contributing to success达致成功ESTIMATING FACTORS估量原因TASK使命 SIZE EFFORT DURATION= WORK DAYS 大小 努力 期间=工作日数 CALENDAR TIME 日历时间EFFORTDURATIONSCHEDULE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教授意见BIAS? BIAS?偏见? 偏见? TASK任務 EFFORT努力 SIZE 大小 PERSON DAYS個人日子DEFINE MEASUREMENTBASIS 估計定義基礎 其它?原因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-PERTSFSF逻辑基础-依靠性BASED ON LOGIC-DEPENDENCY3 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 schedulecan change the Critical Path警告:压缩排程能够改变要径CPM-PERT TERMSForward 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分配时间于多种活动INCLUDES FREE AND INDEPENDENT FLOAT包含自己反依靠性摇摆CRITICAL ACTIVITY-ZERO FLOAT BY关键活动-零摇摆DEFINITION-IT CAN BE FORCED!定义-能够强行OTHER RELATIONSHIPS其它关系 4dLEG GAP- A forced delay between tasks 2dLEAD LEEWAY-A forced start of thesuccessor before completion of thepredecessorErrors in LogicBOTH 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检讨计划定义Does the plan: 计划l meet critical dates for deliverables? 在关键日子传输讯息l clearly meet interface dates? 清楚相约其它日子OPTIMISATION INVOLVES: 理想计划包含l understanding the conflicts 明白冲突地方l analysing priorities 分析优先次序l deriving options 削去无须要选择l selecting the best realistic option 选择最真实性决择l seeking stakeholder agreement 寻求投资者同意书l revising plans 重温计划内容l communicating to everyone 和其它人交换意见TRADE-OFFS & OPTIMISATIONTAKES TIME TO GET THE BESTSOLUTION选择性及乐观性用时间来获取最好方案OPTIMISING TRADE-OFFS乐观性选择POSSIBLE ACTIONS: 可行方法Re-evaluate dependencies 重新评定依靠性Review relationships 回顾多种关系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 尽可能利用全部空间时间Reduce peak loading levering 降低极大压力-平衡Seek more resources? 寻求更多资源Increase resource capacities 增加资源地位Avoid re-invention 预防再发明其它选择Reduce Scope/specifications? 降低分工合作EVALUATE THE IMPACT 评定影响所及Use what-if analysis 假如用作为分析Review Project Risks 检讨其冒险机会Customer acceptance 客人接收机会OPTIMISING & RECOVERY PLANNING INSIDE A KEY STAGE乐观化及恢复计划是一个关键阶段 DEVELOP WHAT IFs 发展空间REDUCE THE OPTIONS 降低选择机会RECOMMENDED ACTIONS 推介行动 SEEK PROJECT LEADERAPPROVAL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 DOINGTHE PROJECT WORK向相关工作人员解释新计划改变SECURE RESOURCE COMMITMENTS保障资源承诺The Key Stage Owner 关键阶段拥有些人The Resource 资源The Functional Manager 功效组别经理ALL PARTIES MUST SIGN UPPROJECT LEADER APPROVES参与者必需签署待组长审阅REVIEW THE RISK LOG检讨有危机地方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定Check the plan for areas of risk;检验计划裹有危机地方Tasks on the Critical path 关键关键时刻Tasks with long durations 长远计划Tasks dependent on third parties 依靠第三者Lags and Leads 落伍及前卫Complex tasks 繁复工作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 PROMPTLYACTION TO RESOLVE IS A PRIORITY定时确定危机优先采取行动处理The Project Leader must recordall issues.计划组长必需统计全部论点ISSUES ARE RATED: 论点分类RED-MAJOR-Escalated to Project Members红色-关键-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行动关键性Was it a RISK? 危机What is the consequence? 结果What options are available? 可供选择What actions are recommenced? 提议采取行动Who is responsible for implementation?谁可实施SET THE BASELINE PLAN设定计划底线FIXES THE PLAN固定计划BASIS OF PROGRESS量度工作MEASUREMENT进度底线ESTABLISHES CLEARLYVISIBLE TARGETS设置清楚可见目标AGREES A MEETINGSSCHEDULE同意会议时间表ESTABLISHES REPORTING & CHANGE PROCESSES建立汇报及转变程序REPORTING PROGRESS 进度汇报COMMUNICATION IS VITAL TO SUCCESS人和人沟通是成功原因KEY STAGE OWNER-REPORT STATUS AT FREQUENCYSET BY PROJECT LEADER.关键阶段段持有些人周期性汇报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 改善散漫态度FORECAST OF COMPLETION 估计完成日期ISSUES OUTSTANDING 还未处理议论ANTICIPATE RISKS & ISSUES预见危机及论点THE CHANGE PROCESS 改变程序Significant changes MUST be documented and approved重大改变一定要书面通知,并得到同意Significant change impacts on:重大改变会冲击在: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/降低危机ORGANISE THE LAUNCH组织一个新开始VALIDATE & CONFIRM: 有效及确定l KEY STAGE WORK PLANS 关键階段工作計劃l RESOURCE COMMITMENTS 資源承諾l MEETINGS SCHEDULE 會議時間l 1:1-TEAM MEMBERS & SPONSOR1:1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 关键投资THEN HOLD THE:然后抓紧l THE PROJECT LAUNCH MEETIN新工作會議The Project Sponsor工程資助人Key stakeholders 关键投資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检验程序COLLECTING PROGRESS DATA搜集工程数据QUALITATIVE DATA使之为有质数资料TEAM PERFORMANCES小组表现IDENTIFY VARIANCES确定不一样意见REVIEW RISKS检讨危机TRACKING 紧随ANALYSING THE VARIANCE分析各类意见DEFINING CAUSE寻求原因ESTABLISHING IMPACTEVALUATE OPTIONS评定全部选择PLAN CORRECTIVE ACTIONS计划正确行动RESOLVE ISSUES处理方案UPDATE PLAN DOCUMENTS更新多种文件REPORT PROGRESS汇报进度COLLECTING PROGRESS DATA搜集工程数据 THE GANTT CHART IS LINEAR统计图表是线形EFFORT IS .? 努力是?Ask: 问START DATE开始日期EFFORT EXPENDED TO DATE努力漫延至当日EFFORT REMAINING努力仍留下But ALWAYS ask:但通常问?FORECAST TO COMPLETE估计完成日期NOT 否不一样意见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 SLIPONE 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 IMPACTRe-assign resources重新分配资源Revise estimates重新估量New estimator!委任新评定人员More effort?更新努力More resource?更多资源Modify plan logic?更新计划推论ALWAYS GET OTHERS INVOLVEDIN PROBLEM SOLVING DONT TRYAND DO IT ALONE.不要依靠其它人帮你处理难题, 让自己处理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统计假设CHECK FOR RISKS检验危险性SELECT BEST OPTION选最好决择scope-cost-schedule 内容-成本-时间表DONT SHOOT FROM THE HIP!SOLVE THE PROBLEM-NOT THE SYMPTOMS处理问题并不是问题征兆CHECK IF:先检验,假如:- critical path is changed关键性路径改变- 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DEVELOP ACTION PLANS:发展挽救行动计划- 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扩大不能处理论点VALIDATE COMMUNICATION PROCESSES有效沟通程序Ensure you maintain effectiveness确保维持高效率Report status and issues promptly定时汇报进度及意见Attend team meetings on time按时出席小组会议Have 1:1s with Project LeaderAgree your performance targets认可你表现目标Anticipate issues估计其它Watch for triggers on risks留心每个引发危机机会Maintain awareness-new risks保持清醒面对新危机UPDATE THE RISK ASSESSMENT更新危机Review risks regularly that affectyour key stages定时检讨各类危机,将可影响你成功High risks must be alerted toProject Leader for action planning高危一定要通知组长采取行动Review outstanding issuesand their corrective action plansHighlight unresolved issues-they do NOT go away!标识不能处理难题,使之不会遗留Ensure your assigned ACTIONSare completed on time确保你分配工作按时完成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怎样量度S M A R T test机智程度测试Limits of acceptability有限接收能力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 TODELIGHT YOUR CUSTOMER你目标是取悦你用户ACCEPTANCE PROCESS接收程度DEFINE AS EARLY AS POSSIBLEIS IT A KEY STAGE IN YOUR PLAN?在你计划中尽早介定是否相关键时刻DEFINE:介定WHO ACCEPTS THE RESULTS?谁接收结果WHAT DOCUMENTATION?何种书面通知WHO IS RESPONSIBLE?谁可负责WHAT SUPPORT?什么形式支持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统计在计划档案Excellence!尤其出色COMES FROMCONTINUOUS IMPROVEMENT来自不停改良搜集良好意见COLLECT GOOD IDEAS:新产品New products新实施New Processes新程序New ProceduresDONT LOSE THEM!不要遗失ANOTHER PROJECT?第二个工程RECORD FOR LATER INVESTIGATION统计最新数据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接收程序 Action outstandingIssues 行動DeliverablesWBS done傳送 Review Issue Log檢討意見EVALUATION-WHY?评定点解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CONTINUOUSIMPROVEMENT不停改良REVIEW THE PROJECT PROCESS检讨计划进行Ask questions:常问题目What problems occurred?常见问题How were these identified . and resolved?怎样确定及处理Which procedures worked well?哪个程序顺利进行What improvements can be made now?改良方案可实时实施What improvements have been made?改良后优点REVIEW TEAM &STAKEHOLDER PERFORMANCE检讨组员及投资者表现PURPOSE: To learn not blame!目标去学习不是责备Review:检讨- management processes管理进行- team leadership组长领导能力- individual performance部分组员表现- communication processes沟通程况- team working小组工作DOCUMENT THE LEARNING POINTS将学习关键点文件COMMUNICATE沟通性 GLOBALLY环球性WHAT ACTION IS NEEDED?需要什么行动?WHO WILL OWN THE ACTIONS?谁可实施?WHAT IS THE TARGET DATE TO COMPLETE?怎样完成指定目标日期PREPARE THE FINAL REPORT准备结尾汇报Summary of project performance-概述工程表现good and not so food好和不好+ Results of Evaluation评论结果+ Recommendations for improvement推介改善方案FINAL SIGN-OFF MEETING最终会议Then然后CELEBRATE Success庆贺成功