1、Dec.2001Wanjun JIANG GSM PKUvI.Project management processDec.2001Wanjun JIANG GSM PKUProject Management ProcessvArrows represent flow of documents and documentable itemsInitiating processesPlanning processesControlling processesExecuting processesClosing processesDec.2001Wanjun JIANG GSM PKUvInitiat
2、ing processes-recognizing that a project or phase should begin or and committing to do sovPlanning processes-devising and maintaining a workable scheme to accomplish the business need that the project undertaken to addressvExecuting processes-coordinating people and other resources to carry out the
3、plan vControlling processes-ensuring that project objectives are met by monitoring and measuring progress and taking corrective action when necessaryvClosing processes-formalizing acceptance of the project or phase and bringing it to an orderly endDec.2001Wanjun JIANG GSM PKUInitiating processvThe f
4、ormal initiating links the project to the ongoing work of the performing Org.vInputs:product description;strategic plan;project selection criteria;historical informationvTools and techniques:project selection methods;expert judgementvOutputs:project charter;project manager identified/assigned;constr
5、ains;assumptionsDec.2001Wanjun JIANG GSM PKUPlanning processesvCore processvFacilitating processScopeplanningScopeDef.ActivityDef.ActivitysequencingResourceplanningDurationestimatingCostestimatingScheduledevelopmentCost budgetingProject plandevelopmentQuality planningCommunicationsplanningRiskidenti
6、ficationRiskquantificationRisk responsedevelopmentOrganizationalplanningStaffacquisitionProcurementplanningSolicitationplanningDec.2001Wanjun JIANG GSM PKUvPlanning is of major importance to a project because the project involves doing something which has not been done before.vThe processes above ar
7、e subject to to frequent iterations prior to competing the plan.For example,if the initial completion date is unacceptable,project resources,cost,or even scope may need to be redefined.In addition,planning is not an exact science-two different teams could generate very different plans for the same p
8、roject.Dec.2001Wanjun JIANG GSM PKUvScope planning:developing a written scope statement as the basis for future project decisionsvScope definition:subdividing the major project deliverables into smaller,or manageable componentsvActivity definition:identifying the specific activities that must be per
9、formed to produce the various project deliverablesvActivity sequencing:identifying and documenting interactivity dependenciesvActivity duration estimating:estimating the number of work periods which will be needed to complete individual activitiesvSchedule development:analyzing activity sequences,ac
10、tivity durations,and resource requirements to create the project schedule.vResource planning:determining what resources(people,equipment,materials)and what quantities of each should be used to perform project activities.Dec.2001Wanjun JIANG GSM PKUvCost estimating:developing an approximation(estimat
11、e)of the costs resources needed to complete project activities.vCost budgeting:allocating the overall cost estimate to individual work itemsvProject plan development:taking the results of other planning processes and putting them into a consistent,coherent document.vQuality planning:identifying whic
12、h quality standards are relevant to the project and determining how to satisfy themvOrganization planning:identifying,documenting,and assigning project roles,responsibilities,and reporting relationshipsvStaff acquisition:getting the HR needed assigned to and working on the project.Dec.2001Wanjun JIA
13、NG GSM PKUvCommunication planning:determining the information and communications needs of the stakeholders:who needs what information,when will they need it,and how will it be given to them.vRisk identification:determining which risks are likely to affect the project and documenting the characterist
14、ics of each.vRisk quantification:evaluating risks and risk interactions to assess the range of possible project outcomesvRisk response development:defining enhancement steps for opportunities and responses to threatsvProcurement planning:determining what to procure and whenvSolicitation planning:doc
15、umenting product requirements and identifying potential sources.Dec.2001Wanjun JIANG GSM PKUExecuting processesv vFacilitating processesProject plan executionInformationdistributionsolicitationTeamdevelopmentSourceselectionScope vertificationQualityassuranceContractadministrationDec.2001Wanjun JIANG
16、 GSM PKUvProject plan execution:carrying out the project plan by performing the activities included therein.vScope verification:formalizing acceptance of the project scopevQuality assurance:evaluating overall project performance on the regular basis to provide confidence that the project will satisf
17、y the relevant quality standard.vTeam development:developing individual and group skills to enhance project performancevInformation distribution:making needed information available to project stakeholders in timely mannervSolicitation:obtaining quotations,bids,offers,or proposal as appropriatevsourc
18、e selection:choosing from among potential sellersvcontract administration:managing the relationship with the sellerDec.2001Wanjun JIANG GSM PKUControlling processesvfacilitating processesPerformance reportingOverall changecontrolScope changecontrolSchedulecontrolRisk responsecontrolCostcontrolQualit
19、ycontrolDec.2001Wanjun JIANG GSM PKUvProject performance must be measured regularly to identify variances from the plan.The variance are fed into the control process in the various knowledge areas.vOverall change control:coordinating changes across the entire projectvScope change control:controlling
20、 change to project scopevSchedule control:controlling changes to the project schedule vCost control:controlling changes to the project budgetvQuality control:monitoring specific project results to determine if the comply with relevant quality standards and identifying ways to eliminate causes of uns
21、atisfactory performancevPerformance reporting:collecting and disseminating performance information,including status reporting,progress measurement,and forecastingvRisk response control:responding to changes in risk over the course of the project.Dec.2001Wanjun JIANG GSM PKUClosing processesv Contrac
22、tclose-outAdministrativeclosureDec.2001Wanjun JIANG GSM PKUvAdministration closure:generating,gathering,and disseminating information to formalize phase or project completionvContract close-out:completion and settlement of the contract,including resolution of any open items.vThe process illustrated
23、above meet the test of general acceptance-they apply to most projects most of time.However,not all of the processes will be needed on all projects,and not all of the interactions will apply to all projects.When there is a need to make change,the change should be clearly identified,carefully evaluate
24、d,and actively managed.Dec.2001Wanjun JIANG GSM PKUII.Project PlanningDec.2001Wanjun JIANG GSM PKUvWhy do I need a P.O.D.?v To provide a baseline of information for approval or rejection of the project proposalv To identify roles and responsibilities before the project is startedv To define completi
25、on(success)in advanceDec.2001Wanjun JIANG GSM PKUP.O.D.Function vIdentify key assumptionvDefine initial project scopev project completion criteriav functions addressed and not addressedv work products and their completion criteriav major activitiesv significant dependenciesDec.2001Wanjun JIANG GSM P
26、KUP.O.D.Function 2vIdentify resource requirementsv responsibilities(organization)v skillsv time estimatesv material resourcesv project costvDetermine preliminary schedulevThe P.O.D.Should be formal proposal Dec.2001Wanjun JIANG GSM PKUP.O.D.Minimum content vIntroductionvKey assumptionvRoles and resp
27、onsibilitiesvMajor productsvCompletion criteriavEstimated schedulevEstimated costDec.2001Wanjun JIANG GSM PKUWhy plan the P.O.D.?vTo manage riskvTo maximize return on investmentvTo ensure client satisfactionvTo communicateDec.2001Wanjun JIANG GSM PKUIn the beginning.v Plans Schedule Scope Resource D
28、ec.2001Wanjun JIANG GSM PKUP.O.D.Planning Process vDefine the productsvIdentify technical activitiesvEstimates hours for activitiesvAdd level of effort hours vDetermine dependencies vIdentify staffing vIdentify other resources vIdentify utilization rate vDetermine activity size vDetermine activity d
29、uration vDevelop estimated scheduleDec.2001Wanjun JIANG GSM PKU1.Define the productsvStandard products from:v Design project:v system requirements reportv system design reportv implementation phase planv Implementation project:v detailed program specificationsv programs and programs documentationv i
30、nstallation planDec.2001Wanjun JIANG GSM PKUvNon-standard products:v First of its kind?v First in this company?v First at this location?.Dec.2001Wanjun JIANG GSM PKU2.Identify the technical activitiesvExample:design project,activities include:v1.Orientationv2.Interview standardsv3.Global interview p
31、reparationv4.Standards for requirements report(SRR)v5.Interviews:individual preparation;interview;minutes;confirmv6.Consolidate datav7.Write requirement reportv8.External design phase planv9.External design standardsv10.External design phasev11.Internal design phaseDec.2001Wanjun JIANG GSM PKU3.Esti
32、mate hours for activities vActivities work hoursv1.Orientation(30hrs,6 people)180v2.Interview standards 160v3.Global interview preparation 80v4.Standards for requirements report(SRR)60v5.Interviews(20)640(16x2 people x20)v individual preparation 4v interview 4v minutes 4v confirm 4v6.Consolidate dat
33、a 600v7.Write requirement report 140v8.External design phase plan 80v9.External design standards 60v10.External design phase 2000v11.Internal design phase 2000vProject total 6000Dec.2001Wanjun JIANG GSM PKU4.Add level of effort hoursvProject managementvChange investigationvProject meetingsv.Dec.2001
34、Wanjun JIANG GSM PKU5.Determine dependenciesv“logical”order of activitiesvpredecessors/successorsvuncover missing activitiesvinitially ignore resource constrainsvidentify critical path:the critical path is the path of longest duration through network;the task on the critical path is critical taskDec
35、.2001Wanjun JIANG GSM PKUvDetermine dependencies1256387109411Dec.2001Wanjun JIANG GSM PKU6.Identify staffingvInternal personnel/skillsvExternal personnel/skillsDec.2001Wanjun JIANG GSM PKU7.Identify other resourcesvDedicated test configurationvLaser printers for documentationvWord processing support
36、v.Dec.2001Wanjun JIANG GSM PKU8.Identify utilization ratevHours available=2080(52x5x8)veducation 80vvacation+holidays 160vadministration 80vpersonal 80vothers 80vTotal non-productive hours 480vTotal productive hours 1600Dec.2001Wanjun JIANG GSM PKUvUtilization vs.Project durationv(173 hours per mont
37、h)ProjectdurationHours/monthUtilizationrate173100%12months12069%Dec.2001Wanjun JIANG GSM PKU9.Determine activities size(utilization 75%)vActivities work hours weeksv1.Orientation(30hrs,6 people)180 6.0v2.Interview standards 160 5.3v3.Global interview preparation 80 2.7v4.Standards for requirements r
38、eport(SRR)60 2.0v5.Interviews(20)640(16x2 people x20)21.3v individual preparation 4v interview 4v minutes 4v confirm 4v6.Consolidate data 600 20.0v7.Write requirement report 140 4.7v8.External design phase plan 80 2.7v9.External design standards 60 2.0v10.External design phase 2000 66.7v11.Internal
39、design phase 2000 66.7vProject total 6000 200Dec.2001Wanjun JIANG GSM PKU10.Determine activity duration(technical staffing 6)vActivities work hours weeks durationv1.Orientation(30hrs,6 people)180 6.0 1.0v2.Interview standards 160 5.3 1.3v3.Global interview preparation 80 2.7 1.3v4.Standards for requ
40、irements report(SRR)60 2.0 2.0v5.Interviews(20)640(16x2 people x20)21.3 3.8v individual preparation 4v interview 4v minutes 4v confirm 4v6.Consolidate data 600 20.0 4.1v7.Write requirement report 140 4.7 1.2v8.External design phase plan 80 2.7 2.0v9.External design standards 60 2.0 1.0v10.External d
41、esign phase 2000 66.7 11.2v11.Internal design phase 2000 66.7 11.2vProject total 6000 200 33.6Dec.2001Wanjun JIANG GSM PKU11.Develop estimated schedule(requirements phase)v Dec.2001Wanjun JIANG GSM PKUP.O.D.planning process-another view vDefine scopev-Define the productsv-Identify technical activiti
42、esv-Estimates hours for activitiesv-Add level of effort hours v-Determine dependenciesDec.2001Wanjun JIANG GSM PKUvIdentify resources v-Identify staffing v-Identify other resourcesvDevelop schedulev-Identify utilization rate v-Determine activity size v-Determine activity duration v-Develop estimated
43、 scheduleDec.2001Wanjun JIANG GSM PKUvIn the end.Scope Plans Schedule Resources Dec.2001Wanjun JIANG GSM PKUP.O.D.vIntroductionvKey assumptionvRoles&responsibilitiesvMajor productsvCompletion criteriavEstimated schedulevEstimated costDec.2001Wanjun JIANG GSM PKUWhen the process is complete.vEvaluate
44、 risk in the P.O.D.vRevisit the process to contain/reduce riskvRevise outputs accordinglyvIterate until“ready for project assurance”Dec.2001Wanjun JIANG GSM PKUv“We never have the time to do it right the first time,but we always have time to do it over.”v“If we dont have time to do it right the firs
45、t time,when are we going to have time to fix it?”Dec.2001Wanjun JIANG GSM PKUIII.Project planningDec.2001Wanjun JIANG GSM PKUWhy plan?vTo manage riskvTo increase user satisfactionvNo surprisesvTotal team ownershipvTo communicatevTo gain support and understandingvTo know what you have dovTo know how
46、you will go about doing itvTo provide a baseline for tracking progressvTo manage changevTo establish completion criteriavTo minimize time,costs,and other resources needsDec.2001Wanjun JIANG GSM PKUv Dec.2001Wanjun JIANG GSM PKUProject plansvWork plan support planvStaffing plan project reviewvOther r
47、esources plan documentationvFacilities plan approval/sign-offvChange control plan trainingvStatus reporting plan system testvFinancial plan installationvDocument control planvContingency plan Dec.2001Wanjun JIANG GSM PKUPlanning baselinevP.O.D.vAssumptionsvOther commitmentsv identifyv business decis
48、ion to accept or rejectv incorporate into baseline planvactions requiredvget plan signed off by uservplace approved baseline plan under change controlDec.2001Wanjun JIANG GSM PKUPlanning processv1.Define the productsv2.Identify tasks and subtasksv3.Develop precedence diagramv4.Assign hours to tasksv
49、5.Determine staff hours availablev6.Assign tasks to resources&balance against schedule v7.Add management tasksv8.ITERATE until completev9.Prepare remaining plans and summariesDec.2001Wanjun JIANG GSM PKUStep 1.Define the productsvProduct types and sourcesvTypes:P.O.D.Deliverables;v Support productsv
50、Sources:v P.O.D.v Materials(deliverables)v Deliverable guidelinesv Statement of workv OtherDec.2001Wanjun JIANG GSM PKUvStandard productsvresourcesv timeDec.2001Wanjun JIANG GSM PKUStep 2.Identify tasks and subtasks vTypes of task:vstandard;vproject-related;vlevel-of-effortvSourcesv Department docum
