HP项目管理：HP公司项目管理(60)英文版课件.pptx

1、HP项目管理：项目管理：HP公司项目公司项目管理资料（管理资料（ppt60)英文版英文版Todays Topicsn Project Management Initiativen History of Developmentn Content and Strategy n Required inputs to FocusPMn Key Business Pointsn Methodology Overviewn Benefits of FocusPMn Why choose HP?FocusPM:It will change the way we do business.Jim Sherrif

2、fCurrent Staten The size and complexity of solution projects have been consistently growingn Different result while delivered by different PM(even excellent)n Project Managers use methodologies inconsistently n Best practices are not captured,shared,or reused n The Project Managers role,responsibili

3、ty and authority are not clearly definedn Client dissatisfaction and low profitability are issues in many projects Future Staten Projects are 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

4、 highly desired job within HP with clear authority and responsibility to make projects a successn Using a single global methodology and tools contribute to successful projectsn Knowledge capture and reuse greatly increase the effectiveness of our Project ManagersProject Management Initiative Objecti

5、ve 2:nClearly define role and authority as well as measures,rewards,and scoping of Project ManagersObjective 3:nRapidly enhance our Project Management capability through development and hiringObjective 1:n Enable the implementation of a consistent Project Management methodology world-wideRole of Pro

6、ject Managern Responsible for profitability(scope/terms&conditions/cost/schedule)of projectn Key role in selling process-qualifying project and recommending GO/NO GOn Assesses and manages risk during selling and delivery process n Manages project team during the projectn Manages relationship between

7、 clients and HP/partners/subcontractorsn Major relationship with CBM,CBL&Principal Consultant in pre-salesn Drives the success of the projectPMs are Empowered to:n Have sole accountability for profitability of projectsn Have a major responsibility in the selling processn Have authority to be the onl

8、y manager of project deliveryn Have authority to be the major interface to client during the project Does NOT mean that Project Manager is the most important person for project success-entire HP Team is important for project success WORLD-WIDEPROJECT MANAGEMENTMETHODOLOGYFocusPM History of Developme

9、ntn Project Managers asked for a more professional methodology for planning and implementing projects nBased on previous principle(CPLC)&HP best practicesn November 1996 initial strategy,January 1998 Final ReviewnWW Review Team Compared to Previous MethodologyH Is consistent with the Project Managem

10、ent Institutes(PMI&Prince2 standards)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 FocusPM

11、H Improved HP bottom line by cutting 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 meth

12、ods and terminology(PMI and Prince2)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 We

13、b based Knowledge Sharing(Project Snapshots 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

14、 Toolsn Training and Communication Applying 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 me

15、asuresn Knowledge sharing and re-use(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 pr

16、ojects n Review Criteria for each Tool/Outputn Quality reviews in each FocusPM Phase and ActivityQuality in FocusPM FocusPM:Scaleable for All ProjectsVery large,complex projectSmall projectMedium-sized projectHow?Methodology Structure of FocusPMPhaseActivityTaskProcessOutput*(Tools)Input*Dont confus

17、e 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 Risk Management Plan2.6 Develop Additional Preliminary Project Plans2.7 De

18、velop 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 Complete Contrac

19、t3.4 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 Mgt.lContract and

20、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 Commitments5.2 Per

21、form 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 BidActivitiesPHASE1.0INITIATION2.0PLANNING

22、 ANDPROPOSAL3.0SELECTION4.0IMPLEMENTATION5.0WARRANTY6.0SUPPORT Required Inputs(From Principal Consultants,Solution Consultants)ImprovedWin RatioandRepeatableBusinessFocusPMMethodology Local Authorisation Form Opportunity Investigation(AO,SBC,etc.)Request for Proposal(RFP)Invitation to Quote(ITQ)Sign

23、ed 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 Plan)can be deliverable templates in a consulting projectn HPs service meth

24、odologies(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 Scalability-all activities and tasks requiredKey Business Pointsn If required

25、 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-Implementation-Proposal-Submission-Client negotiated proposal changes-Scope

26、 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 risk management and profitability n making a recommendation to management

27、(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 project n manages all people resources on the projectn is accountable to Sen

28、ior 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 Review ProcessDuring the Project,the Project Manager FocusPM Methodology Ov

29、erview2.1 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 Project Plans2.7 Develop Project Budget2.8 Resolve Inconsistencies in Proje

30、ct 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 Complete Contract3.4 Perform Selection Quality Review Activities4.1 Star

31、t Up Project4.2 Conduct Project ControllProject Plan ExecutionlSchedule Tracking and ControllFinancial Tracking and ControllHuman Resources Mgt.lCommunications Mgt.lQuality ControllRisk ManagementlChange ControllConfiguration Mgt.lContract and Procurement Mgt.4.3 Implement SolutionlManage to the Pro

32、ject 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 Commitments5.2 Perform Warranty Quality ReviewActivities6.1 Initiate Post-

33、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 BidActivitiesPHASE1.0INITIATION2.0PLANNING ANDPROPOSAL3.0SELECTION4.0IMPLEMENTATION5.0WARRANTY6.0S

34、UPPORT 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 RequirementsProject Mission and ObjectivesBid PlanBid Quality ReviewLoca

35、l Authorisation FormActivities1.1 Appoint Project Manager1.2 Estimate Bid Effort1.3 Perform Quality Review of Engagement1.4 Request Authorisation to Bid1.0INITIATION2.0PLANNING ANDPROPOSAL3.0SELECTION4.0IMPLEMENTATION5.0WARRANTY6.0SUPPORT1.0 Initiation Phase-OverviewObjective:Manage HPs opportunity

36、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 ManagerTask 1.1.1Select Project ManagerTask 1.1.3Review Project Requirem

37、entsTask 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 Engagement PMT5200Letter and Project Charter1.1.2Project File PMC12501.1.3Client Requirements PMT

38、10801.1.2Project File-EstablishedPMC12501.1.1Project Manager Engagement PMT5200Letter and Project CharterInputOutputTools1.0 Initiation PhaseProject File in Initiation Phase1.1Appoint Project Manager1.2Estimate BID Effort1.3Perform QualityReview of Engagement1.4Request Authorisation to BidEngagement

39、 OpportunityPlanning andProposalActivity 1.2Estimate Bid EffortTask 1.2.1Complete Project Mission and ObjectivesTask 1.2.2Develop Bid Plan1.1.3Client Requirements PMF10801.1.3Client Requirements PMF10801.2.1Project Mission and ObjectivesPMT11001.2.2Bid PlanPMT12001.2.1 Project Mission and Objectives

40、PMT1100InputOutputTools1.0 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 Documenta

41、tionTask 1.3.2Perform Quality Review1.1.2Project File PMC12501.1.3Client Requirements PMF10801.2.1Project Mission and ObjectivesPMT11001.2.2Bid PlanPMT12001.1.2Project File PMC12501.2.1Project Mission and ObjectivesPMT11001.2.2Bid PlanPMT12001.3.2Quality Review -MinutesPMF60511.3.1 Documentation Rev

42、iew1.0 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

43、 1.4.2Update Project File1.2.1Project Mission and ObjectivesPMT1100 1.2.2Bid PlanPMT12001.3.2Quality Review-MinutesPMF60511.1.2Project File PMC12501.4.1Local Authorisation1.2.2Bid PlanPMT12001.4.1Local Authorisation1.4.3Internal/External Resources-Bid Team PMF51001.4.2Project File-UpdatedPMC12501.4.

44、1 Local AuthorisationInputOutputTools1.0 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 continu

45、es throughout 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(Continue

46、d)The Project 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,th

47、e Sales Team: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 pro

48、jects progress from Initiation Phase to Planning and Proposal Phasen 3 out of 4 projects in the Planning and Proposal Phase progress to the Selection Phasen 4 out of 5 projects in the Selection Phase progress to the Implementation PhaseSuccess Story:UK HP ConsultingOverview of Initiation PhaseKeyDec

49、isionsReviewPointsH Selection of Project Manager(1.1.1)H Bid Recommendation(1.4.1)H Quality Review of Engagement(1.3)1.0INITIATION2.0PLANNING ANDPROPOSAL3.0SELECTION4.0IMPLEMENTATION5.0WARRANTY6.0SUPPORTActivities2.1Prepare Technical Solution2.2 Develop Project Scope Statement and WBS2.3Develop Proj

50、ect Schedule2.4Establish Project Resource Requirements2.5Develop Project Risk Management Plan2.6Develop Additional Preliminary Project Plans2.7Develop Project Budget2.8Resolve Inconsistencies in Project Plan2.9Perform Project Plan Quality Review2.10Prepare and Present2.11Perform Planning and Proposa