1、北大光华项目管理课程资料北大光华项目管理课程资料2(1)I.Project management processDec.2001Wanjun JIANG GSM PKUProject Management Process Arrows represent flow of documents and documentable itemsInitiating processesPlanning processesControlling processesExecuting processesClosing processesDec.2001Wanjun JIANG GSM PKU Initiati
2、ng processes-recognizing that a project or phase should begin or and committing to do so Planning processes-devising and maintaining a workable scheme to accomplish the business need that the project undertaken to address Executing processes-coordinating people and other resources to carry out the p
3、lan Controlling processes-ensuring that project objectives are met by monitoring and measuring progress and taking corrective action when necessary Closing processes-formalizing acceptance of the project or phase and bringing it to an orderly endDec.2001Wanjun JIANG GSM PKUInitiating process The for
4、mal initiating links the project to the ongoing work of the performing Org.Inputs:product description;strategic plan;project selection criteria;historical information Tools and techniques:project selection methods;expert judgement Outputs:project charter;project manager identified/assigned;constrain
5、s;assumptionsDec.2001Wanjun JIANG GSM PKUPlanning processes Core process Facilitating processScopeplanningScopeDef.ActivityDef.ActivitysequencingResourceplanningDurationestimatingCostestimatingScheduledevelopmentCost budgetingProject plandevelopmentQuality planningCommunicationsplanningRiskidentific
6、ationRiskquantificationRisk responsedevelopmentOrganizationalplanningStaffacquisitionProcurementplanningSolicitationplanningDec.2001Wanjun JIANG GSM PKU Planning is of major importance to a project because the project involves doing something which has not been done before.The processes above are su
7、bject 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 proje
8、ct.Dec.2001Wanjun JIANG GSM PKU Scope planning:developing a written scope statement as the basis for future project decisions Scope definition:subdividing the major project deliverables into smaller,or manageable components Activity definition:identifying the specific activities that must be perform
9、ed to produce the various project deliverables Activity sequencing:identifying and documenting interactivity dependencies Activity duration estimating:estimating the number of work periods which will be needed to complete individual activities Schedule development:analyzing activity sequences,activi
10、ty durations,and resource requirements to create the project schedule.Resource planning:determining what resources(people,equipment,materials)and what quantities of each should be used to perform project activities.Dec.2001Wanjun JIANG GSM PKU Cost estimating:developing an approximation(estimate)of
11、the costs resources needed to complete project activities.Cost budgeting:allocating the overall cost estimate to individual work items Project plan development:taking the results of other planning processes and putting them into a consistent,coherent document.Quality planning:identifying which quali
12、ty standards are relevant to the project and determining how to satisfy them Organization planning:identifying,documenting,and assigning project roles,responsibilities,and reporting relationships Staff acquisition:getting the HR needed assigned to and working on the project.Dec.2001Wanjun JIANG GSM
13、PKU Communication 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.Risk identification:determining which risks are likely to affect the project and documenting the characteristics of e
14、ach.Risk quantification:evaluating risks and risk interactions to assess the range of possible project outcomes Risk response development:defining enhancement steps for opportunities and responses to threats Procurement planning:determining what to procure and when Solicitation planning:documenting
15、product requirements and identifying potential sources.Dec.2001Wanjun JIANG GSM PKUExecuting processes Facilitating processesProject plan executionInformationdistributionsolicitationTeamdevelopmentSourceselectionScope vertificationQualityassuranceContractadministrationDec.2001Wanjun JIANG GSM PKU Pr
16、oject plan execution:carrying out the project plan by performing the activities included therein.Scope verification:formalizing acceptance of the project scope Quality assurance:evaluating overall project performance on the regular basis to provide confidence that the project will satisfy the releva
17、nt quality standard.Team development:developing individual and group skills to enhance project performance Information distribution:making needed information available to project stakeholders in timely manner Solicitation:obtaining quotations,bids,offers,or proposal as appropriate source selection:c
18、hoosing from among potential sellers contract administration:managing the relationship with the sellerDec.2001Wanjun JIANG GSM PKUControlling processes facilitating processesPerformance reportingOverall changecontrolScope changecontrolSchedulecontrolRisk responsecontrolCostcontrolQualitycontrolDec.2
19、001Wanjun JIANG GSM PKU Project performance must be measured regularly to identify variances from the plan.The variance are fed into the control process in the various knowledge areas.Overall change control:coordinating changes across the entire project Scope change control:controlling change to pro
20、ject scope Schedule control:controlling changes to the project schedule Cost control:controlling changes to the project budget Quality control:monitoring specific project results to determine if the comply with relevant quality standards and identifying ways to eliminate causes of unsatisfactory per
21、formance Performance reporting:collecting and disseminating performance information,including status reporting,progress measurement,and forecasting Risk response control:responding to changes in risk over the course of the project.Dec.2001Wanjun JIANG GSM PKUClosing processes Contractclose-outAdmini
22、strativeclosureDec.2001Wanjun JIANG GSM PKU Administration closure:generating,gathering,and disseminating information to formalize phase or project completion Contract close-out:completion and settlement of the contract,including resolution of any open items.The process illustrated above meet the te
23、st 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 evaluated,and actively ma
24、naged.Dec.2001Wanjun JIANG GSM PKUII.Project PlanningDec.2001Wanjun JIANG GSM PKU Why do I need a P.O.D.?To provide a baseline of information for approval or rejection of the project proposal To identify roles and responsibilities before the project is started To define completion(success)in advance
25、Dec.2001Wanjun JIANG GSM PKUP.O.D.Function Identify key assumption Define initial project scope project completion criteria functions addressed and not addressed work products and their completion criteria major activities significant dependenciesDec.2001Wanjun JIANG GSM PKUP.O.D.Function 2 Identify
26、 resource requirements responsibilities(organization)skills time estimates material resources project cost Determine preliminary schedule The P.O.D.Should be formal proposal Dec.2001Wanjun JIANG GSM PKUP.O.D.Minimum content Introduction Key assumption Roles and responsibilities Major products Comple
27、tion criteria Estimated schedule Estimated costDec.2001Wanjun JIANG GSM PKUWhy plan the P.O.D.?To manage risk To maximize return on investment To ensure client satisfaction To communicateDec.2001Wanjun JIANG GSM PKUIn the beginning.Plans Schedule Scope Resource Dec.2001Wanjun JIANG GSM PKUP.O.D.Plan
28、ning Process Define the products Identify technical activities Estimates hours for activities Add level of effort hours Determine dependencies Identify staffing Identify other resources Identify utilization rate Determine activity size Determine activity duration Develop estimated scheduleDec.2001Wa
29、njun JIANG GSM PKU1.Define the products Standard products from:Design project:system requirements report system design report implementation phase plan Implementation project:detailed program specifications programs and programs documentation installation planDec.2001Wanjun JIANG GSM PKU Non-standar
30、d products:First of its kind?First in this company?First at this location?.Dec.2001Wanjun JIANG GSM PKU2.Identify the technical activities Example:design project,activities include:1.Orientation2.Interview standards3.Global interview preparation4.Standards for requirements report(SRR)5.Interviews:in
31、dividual preparation;interview;minutes;confirm6.Consolidate data7.Write requirement report8.External design phase plan9.External design standards10.External design phase11.Internal design phaseDec.2001Wanjun JIANG GSM PKU3.Estimate hours for activities Activities work hours1.Orientation(30hrs,6 peop
32、le)1802.Interview standards 1603.Global interview preparation 804.Standards for requirements report(SRR)605.Interviews(20)640(16x2 people x20)individual preparation 4 interview 4 minutes 4 confirm 46.Consolidate data 6007.Write requirement report 1408.External design phase plan 809.External design s
33、tandards 6010.External design phase 200011.Internal design phase 2000 Project total 6000Dec.2001Wanjun JIANG GSM PKU4.Add level of effort hours Project management Change investigation Project meetings.Dec.2001Wanjun JIANG GSM PKU5.Determine dependencies“logical”order of activities predecessors/succe
34、ssors uncover missing activities initially ignore resource constrains identify critical path:the critical path is the path of longest duration through network;the task on the critical path is critical taskDec.2001Wanjun JIANG GSM PKU Determine dependencies1256387109411Dec.2001Wanjun JIANG GSM PKU6.I
35、dentify staffing Internal personnel/skills External personnel/skillsDec.2001Wanjun JIANG GSM PKU7.Identify other resources Dedicated test configuration Laser printers for documentation Word processing support.Dec.2001Wanjun JIANG GSM PKU8.Identify utilization rate Hours available=2080(52x5x8)educati
36、on 80 vacation+holidays 160 administration 80 personal 80 others 80 Total non-productive hours 480 Total productive hours 1600Dec.2001Wanjun JIANG GSM PKU Utilization vs.Project duration(173 hours per month)Dec.2001Wanjun JIANG GSM PKU9.Determine activities size(utilization 75%)Activities work hours
37、 weeks1.Orientation(30hrs,6 people)180 6.02.Interview standards 160 5.33.Global interview preparation 80 2.74.Standards for requirements report(SRR)60 2.05.Interviews(20)640(16x2 people x20)21.3 individual preparation 4 interview 4 minutes 4 confirm 46.Consolidate data 600 20.07.Write requirement re
38、port 140 4.78.External design phase plan 80 2.79.External design standards 60 2.010.External design phase 2000 66.711.Internal design phase 2000 66.7 Project total 6000 200Dec.2001Wanjun JIANG GSM PKU10.Determine activity duration(technical staffing 6)Activities work hours weeks duration1.Orientatio
39、n(30hrs,6 people)180 6.0 1.02.Interview standards 160 5.3 1.33.Global interview preparation 80 2.7 1.34.Standards for requirements report(SRR)60 2.0 2.05.Interviews(20)640(16x2 people x20)21.3 3.8 individual preparation 4 interview 4 minutes 4 confirm 46.Consolidate data 600 20.0 4.17.Write requirem
40、ent report 140 4.7 1.28.External design phase plan 80 2.7 2.09.External design standards 60 2.0 1.010.External design phase 2000 66.7 11.211.Internal design phase 2000 66.7 11.2 Project total 6000 200 33.6Dec.2001Wanjun JIANG GSM PKU11.Develop estimated schedule(requirements phase)Dec.2001Wanjun JIA
41、NG GSM PKUP.O.D.planning process-another view Define scope-Define the products-Identify technical activities-Estimates hours for activities-Add level of effort hours -Determine dependenciesDec.2001Wanjun JIANG GSM PKU Identify resources -Identify staffing -Identify other resources Develop schedule-I
42、dentify utilization rate -Determine activity size -Determine activity duration -Develop estimated scheduleDec.2001Wanjun JIANG GSM PKU In the end.Scope Plans Schedule Resources Dec.2001Wanjun JIANG GSM PKUP.O.D.Introduction Key assumption Roles&responsibilities Major products Completion criteria Est
43、imated schedule Estimated costDec.2001Wanjun JIANG GSM PKUWhen the process is complete.Evaluate risk in the P.O.D.Revisit the process to contain/reduce risk Revise outputs accordingly Iterate until“ready for project assurance”Dec.2001Wanjun JIANG GSM PKU“We never have the time to do it right the fir
44、st time,but we always have time to do it over.”“If we dont have time to do it right the first time,when are we going to have time to fix it?”Dec.2001Wanjun JIANG GSM PKUIII.Project planningDec.2001Wanjun JIANG GSM PKUWhy plan?To manage risk To increase user satisfaction No surprises Total team owner
45、ship To communicate To gain support and understanding To know what you have do To know how you will go about doing it To provide a baseline for tracking progress To manage change To establish completion criteria To minimize time,costs,and other resources needsDec.2001Wanjun JIANG GSM PKU Dec.2001Wan
46、jun JIANG GSM PKUProject plans Work plan support plan Staffing plan project review Other resources plan documentation Facilities plan approval/sign-off Change control plan training Status reporting plan system test Financial plan installation Document control plan Contingency plan Dec.2001Wanjun JIA
47、NG GSM PKUPlanning baseline P.O.D.Assumptions Other commitments identify business decision to accept or reject incorporate into baseline plan actions required get plan signed off by user place approved baseline plan under change controlDec.2001Wanjun JIANG GSM PKUPlanning process 1.Define the produc
48、ts 2.Identify tasks and subtasks 3.Develop precedence diagram 4.Assign hours to tasks 5.Determine staff hours available 6.Assign tasks to resources&balance against schedule 7.Add management tasks 8.ITERATE until complete 9.Prepare remaining plans and summariesDec.2001Wanjun JIANG GSM PKUStep 1.Defin
49、e the products Product types and sources Types:P.O.D.Deliverables;Support products Sources:P.O.D.Materials(deliverables)Deliverable guidelines Statement of work OtherDec.2001Wanjun JIANG GSM PKU Standard products resources timeDec.2001Wanjun JIANG GSM PKUStep 2.Identify tasks and subtasks Types of t
50、ask:standard;project-related;level-of-effort Sources Department documentation procedures+guidelines Brainstorming sessions Experienced peopleDec.2001Wanjun JIANG GSM PKU Dec.2001Wanjun JIANG GSM PKU Standard major tasksRequirements definition Internal design plan and organize the project plan,organi
