hp公司项目管理资料课件.ppt

1、WORLD-WIDEPROJECT MANAGEMENTMETHODOLOGYFocusPM Applying FocusPM for Non-Project ManagersInitiation Phase Planning and Proposal PhaseSupport PhaseSelection PhaseImplementation PhaseWarranty Phase年度财务状况分析Todays Topicsn Project Management Initiativen History of Developmentn Content and Strategy n Requi

2、red inputs to FocusPMn Key Business Pointsn Methodology Overviewn Benefits of FocusPMn Why choose HP?FocusPM:It will change the way we do business.Jim SherriffCurrent Staten The size and complexity of solution projects have been consistently growingn Different result while delivered by different PM(

3、even excellent)n Project Managers use methodologies inconsistently n Best practices are not captured,shared,or reused n The Project Managers role,responsibility and authority are not clearly definedn Client dissatisfaction and low profitability are issues in many projects Future Staten Projects are

4、a major contributor to our profitabilityn Clients perceive our Project Management as one of HPs competitive advantages n The Project Manager is perceived as a highly desired job within HP with clear authority and responsibility to make projects a successn Using a single global methodology and tools

5、contribute to successful projectsn Knowledge capture and reuse greatly increase the effectiveness of our Project ManagersProject Management Initiative Objective 2:nClearly define role and authority as well as measures,rewards,and scoping of Project ManagersObjective 3:nRapidly enhance our Project Ma

6、nagement capability through development and hiringObjective 1:n Enable the implementation of a consistent Project Management methodology world-wideRole of Project Managern Responsible for profitability(scope/terms&conditions/cost/schedule)of projectn Key role in selling process-qualifying project an

7、d recommending GO/NO GOn Assesses and manages risk during selling and delivery process n Manages project team during the projectn Manages relationship between clients and HP/partners/subcontractorsn Major relationship with CBM,CBL&Principal Consultant in pre-salesn Drives the success of the projectP

8、Ms are Empowered to:n Have sole accountability for profitability of projectsn Have a major responsibility in the selling processn Have authority to be the only manager of project deliveryn Have authority to be the major interface to client during the project Does NOT mean that Project Manager is the

9、 most important person for project success-entire HP Team is important for project success WORLD-WIDEPROJECT MANAGEMENTMETHODOLOGYFocusPMInitiation Phase Planning and Proposal PhaseSupport PhaseSelection PhaseImplementation PhaseWarranty Phase History of Developmentn Project Managers asked for a mor

10、e professional methodology for planning and implementing projects nBased on previous principle(CPLC)&HP best practicesn November 2019 initial strategy,January 2019 Final ReviewnWW Review Team Compared to Previous MethodologyH Is consistent with the Project Management Institutes(PMI&Prince2 standards

11、)H Incorporates HP best practicesH Provides rigor and detail in the planning phasesH Includes a robust toolkit in the planning and implementation phasesH Meets the need of Project Managers to manage increasingly larger and more complex projects Benefits of FocusPMH Improved HP bottom line by cutting

12、 losses on projectsH Ensures consistent world-wide approach to client projects(will be used by HPC,ISBU,and OSD)H Developed under leadership of global HPC/ISBU Steering CommitteeHIncorporates WW HPC/ISBU best practices and industry standard Project Management methods and terminology(PMI and Prince2)

13、H Can be used for any type of project(Scaleable)H Provides a full set of forms,tools and templatesHIncludes a rigorous process for assessing/managing riskComponents of FocusPM Guide,Manual and all Tools on the Web Continuous Improvement accessed through the Web Web based Knowledge Sharing(Project Sn

14、apshots and Best Practices)Documentation Management System(under investigation)n Documentation Methodology Guide(Phases/Activities/Tasks)Reference Manual(Processes and Techniques)Toolkit(Forms,Templates and Examples)Quick Reference Card(Quick Overview)n Electronic Toolsn Training and Communication A

15、pplying FocusPM for Project Managers-2 days Applying FocusPM for Non-Project Managers-1/2 day Internal Presentations for HPC and Sales External slide set Sales slide set Web based training-Qtr 3(Virtual University)Key Strategiesn Consistent quality criteria and measuresn Knowledge sharing and re-use

16、(Project Snapshots)n Sequence of activities and tasks (Bid Plan,Design,Plan,Propose,Negotiate)n PM process measurements by phase,i.e.,Quality Reviews n Quality reviews-process and content(local process)n PM Methodology for Project Managersn Scaleable:Use on all projects n Review Criteria for each To

17、ol/Outputn Quality reviews in each FocusPM Phase and ActivityQuality in FocusPM FocusPM:Scaleable for All ProjectsVery large,complex projectSmall projectMedium-sized projectHow?Initiation Phase Planning and Proposal PhaseSupport PhaseSelection PhaseImplementation PhaseWarranty Phase Methodology Stru

18、cture of FocusPMPhaseActivityTaskProcessOutput*(Tools)Input*Dont confuse Output with Client Deliverables FocusPM Methodology Overview2.1 Prepare Technical Solution2.2 Develop Project Scope Statement and WBS2.3 Develop Project Schedule2.4 Establish Project Resource Requirements2.5 Develop Project Ris

19、k Management Plan2.6 Develop Additional Preliminary Project Plans2.7 Develop Project Budget2.8 Resolve Inconsistencies in Project Plan2.9 Perform Project Plan Quality Review2.10 Prepare and Present Client Proposal2.11 Perform Planning and Proposal Quality Review Activities3.1 Reach Agreement on Prop

20、osal3.2 Produce Final Proposal and Project Baseline3.3 Complete Contract3.4 Perform Selection Quality Review Activities4.1 Start Up Project4.2 Conduct Project ControllProject Plan ExecutionlSchedule Tracking and ControllFinancial Tracking and ControllHuman Resources Mgt.lCommunications Mgt.lQuality

21、ControllRisk ManagementlChange ControllConfiguration Mgt.lContract and Procurement Mgt.4.3 Implement SolutionlManage to the Project Plan Project Teams Client Expectations Project DeliverableslPerform Client AcceptancelTransfer to Warranty and Support4.4 Close Project Implementation4.5 Perform Implem

22、entation Quality ReviewActivities5.1 Fulfil Warranty Commitments5.2 Perform Warranty Quality ReviewActivities6.1 Initiate Post-Warranty Support Services6.2 Perform Support Quality ReviewActivities1.1 Appoint Project Manager1.2 Estimate Bid Effort of Engagement1.3 Perform Quality Review of Engagement

23、1.4 Request Authorisation to BidActivitiesPHASE1.0INITIATION2.0PLANNING ANDPROPOSAL3.0SELECTION4.0IMPLEMENTATION5.0WARRANTY6.0SUPPORT Required Inputs(From Principal Consultants,Solution Consultants)ImprovedWin RatioandRepeatableBusiness FocusPMMethodology Local Authorisation Form Opportunity Investi

24、gation(AO,SBC,etc.)Request for Proposal(RFP)Invitation to Quote(ITQ)Signed Risk Opportunity and Analysis Model(ROAM)IT WILL CHANGE THE WAY WE DO BUSINESS-Jim Sherriffn Following FocusPM is mandatory for PMsn The Project Plan content is used in the proposaln Planning components(Design and Project Pla

25、n)can be deliverable templates in a consulting projectn HPs service methodologies(from FOIs)are included in the development of the WBSn The Project Plan is the basis for the contract and becomes the Addendum to the contract-(Not the Proposal)n New Roles and Responsibilities for PMs and othersn Scala

26、bility-all activities and tasks requiredKey Business Pointsn If required resources are not available,PM escalates the issues and stops the project -Rescheduling occurs upon start-upn Checkpoints in the FocusPM Bid Plan require management approval before proceeding -Bid Plan-Presales-Project Plan-Imp

27、lementation-Proposal-Submission-Client negotiated proposal changes-Scope changesKey Business Points(Continued)The Project Manager is responsible forn leading the delivery of large integrate solution and for key steps in the sale of solution n overall project plan,budget,schedule,staffing.n overall r

28、isk management and profitability n making a recommendation to management(GO/NO GO decision)n effectively applying the FocusPM Methodology to solution project n is the single point of contact with client n is the Business Manager for the projectn is accountable for the agreed-upon margin for the proj

29、ect n manages all people resources on the projectn is accountable to Senior Managern must have all change control requests approved by HP Management and Clientn provides performance feedback on all project team members at major milestones and project close-out-aligned with HP Consulting Couselee Rev

30、iew ProcessDuring the Project,the Project Manager FocusPM Methodology Overview2.1 Prepare Technical Solution2.2 Develop Project Scope Statement and WBS2.3 Develop Project Schedule2.4 Establish Project Resource Requirements2.5 Develop Project Risk Management Plan2.6 Develop Additional Preliminary Pro

31、ject Plans2.7 Develop Project Budget2.8 Resolve Inconsistencies in Project Plan2.9 Perform Project Plan Quality Review2.10 Prepare and Present Client Proposal2.11 Perform Planning and Proposal Quality Review Activities3.1 Reach Agreement on Proposal3.2 Produce Final Proposal and Project Baseline3.3

32、Complete Contract3.4 Perform Selection Quality Review Activities4.1 Start Up Project4.2 Conduct Project ControllProject Plan ExecutionlSchedule Tracking and ControllFinancial Tracking and ControllHuman Resources Mgt.lCommunications Mgt.lQuality ControllRisk ManagementlChange ControllConfiguration Mg

33、t.lContract and Procurement Mgt.4.3 Implement SolutionlManage to the Project Plan Project Teams Client Expectations Project DeliverableslPerform Client AcceptancelTransfer to Warranty and Support4.4 Close Project Implementation4.5 Perform Implementation Quality ReviewActivities5.1 Fulfil Warranty Co

34、mmitments5.2 Perform Warranty Quality ReviewActivities6.1 Initiate Post-Warranty Support Services6.2 Perform Support Quality ReviewActivities1.1 Appoint Project Manager1.2 Estimate Bid Effort of Engagement1.3 Perform Quality Review of Engagement1.4 Request Authorisation to BidActivitiesPHASE1.0INITI

35、ATION2.0PLANNING ANDPROPOSAL3.0SELECTION4.0IMPLEMENTATION5.0WARRANTY6.0SUPPORT Key Decision:-HPs Response to Client InputLocal Authorisation FormOpportunity InvestigationRequest for Proposal(RFP)Invitation to Quote(ITQ)Risk and Opportunity Analysis Model(ROAM)OutputProject Manager AppointmentClient

36、RequirementsProject Mission and ObjectivesBid PlanBid Quality ReviewLocal Authorisation FormActivities1.1 Appoint Project Manager1.2 Estimate Bid Effort1.3 Perform Quality Review of Engagement1.4 Request Authorisation to Bid1.0INITIATION2.0PLANNING ANDPROPOSAL3.0SELECTION4.0IMPLEMENTATION5.0WARRANTY

37、6.0SUPPORT1.0 Initiation Phase-OverviewObjective:Manage HPs opportunity cost Key Decision:-HPs Response to Client1.1Appoint Project Manager1.2Estimate BID Effort1.3Perform QualityReview of Engagement1.4Request Authorisation to BidEngagement OpportunityPlanning andProposalActivity 1.1Appoint Project

38、ManagerTask 1.1.1Select Project ManagerTask 1.1.3Review Project RequirementsTask 1.1.2Establish Project FileLocal Authorisation FormOpportunity InvestigationRequest for Proposal(RFP)or Invitation to Quote(ITQ)Risk&Opportunity Analysis Model(ROAM)HPC Form1.1.1Project Manager EngagementPMT5200Letter a

39、nd Project Charter1.1.2Project FilePMC12501.1.3Client RequirementsPMT10801.1.2Project File-EstablishedPMC12501.1.1Project Manager EngagementPMT5200Letter and Project CharterInputOutputTools1.0 Initiation PhaseTaskIDToolIDDocument Name1.1.1LocalRequest for Proposal or Invitation to Quote1.1.1LocalOpp

40、ortunity Investigation1.1.1LocalSolution Business Case(A0,A1,etc.)1.1.1HPC FormRisk and Opportunity Analysis Model1.1.1PMT5200Project Manager Engagement Letter andProject Charter1.1.3PMF1080Client Requirements Log1.2.1PMT1100Project Mission and Objectives1.2.2PMT1200Bid Plan1.3.2PMF6051Quality Revie

41、w-Minutes1.4.1LocalLocal Authorisation to Develop Proposal1.4.2PMC1250Project File-Updated1.4.3PMF5100Internal/External Resources(Bid Team)Project File in Initiation Phase1.1Appoint Project Manager1.2Estimate BID Effort1.3Perform QualityReview of Engagement1.4Request Authorisation to BidEngagement O

42、pportunityPlanning andProposalActivity 1.2Estimate Bid EffortTask 1.2.1Complete Project Mission and ObjectivesTask 1.2.2Develop Bid Plan1.1.3Client RequirementsPMF10801.1.3Client RequirementsPMF10801.2.1Project Mission and ObjectivesPMT11001.2.2Bid PlanPMT12001.2.1 Project Mission and ObjectivesPMT1

43、100InputOutputTools1.0 Initiation Phase1.1Appoint Project Manager1.2Estimate BID Effort1.3Perform QualityReview of Engagement1.4Request Authorisation to BidEngagement OpportunityPlanning andProposalActivity 1.3Perform Quality Review of EngagementInputOutputToolsTask 1.3.1Review Project Documentation

44、Task 1.3.2Perform Quality Review1.1.2Project FilePMC12501.1.3Client RequirementsPMF10801.2.1Project Mission and ObjectivesPMT11001.2.2Bid PlanPMT12001.1.2Project FilePMC12501.2.1Project Mission and ObjectivesPMT11001.2.2Bid PlanPMT12001.3.2Quality Review -MinutesPMF60511.3.1 Documentation Review1.0

45、Initiation Phase 1.1Appoint Project Manager1.2Estimate BID Effort1.3Perform QualityReview of Engagement1.4Request Authorization to BidEngagement OpportunityPlanning andProposalActivity 1.4Request Authorization to BidTask 1.4.1Present Recommendation for ApprovalTask 1.4.3Establish Bid TeamTask 1.4.2U

46、pdate Project File1.2.1Project Mission and ObjectivesPMT1100 1.2.2Bid PlanPMT12001.3.2Quality Review-MinutesPMF60511.1.2Project FilePMC12501.4.1Local Authorisation1.2.2Bid PlanPMT12001.4.1Local Authorisation1.4.3Internal/External Resources-Bid TeamPMF51001.4.2Project File-UpdatedPMC12501.4.1 Local A

47、uthorisationInputOutputTools1.0 Initiation PhaseHighlights of Initiation PhaseProject Mission and Objectiven Project Backgroundn Project Objective(Client)n Critical Success Factorn Exclusionsn Key milestonesn Constrainn HP ObjectivesRisk Management begins in the Initiation Phase and continues throug

48、hout the other phases:n Sales team completes Risk and Opportunity Analysis Model(ROAM)n Stresses value of formalized risk assessment process versus gut feelingn Stresses control and profitabilityGood decision:n Improved win/loss ration No bad projects!Highlights of Initiation Phase(Continued)The Pro

49、ject Manager:n Is assigned early in the processn Reviews sales information on client and projectn Creates Project Mission and Objectivesn Develops Bid Plann Recommends next stepn May have an additional project review with clientHighlights of Initiation Phase(Continued)As input to Phase 1,the Sales T

50、eam:n Develops sales visionn Conducts client evaluationn Qualifies the Client:-Finds assurances that client can afford the solution -Determines whether client vision is compatible with HP missionn Develops initial risk analysis(ROAM)Highlights of Initiation Phase(Continued)n 1 out of 10 projects pro