HP公司项目管理资料（英文PPT59 60页

WORLD-WIDEPROJECTMANAGEMENTMETHODOLOGYFocusPMApplyingFocusPMforNon-ProjectManagers Today"sTopicsProjectManagementInitiativeHistoryofDevelopmentContentandStrategyRequiredinputstoFocusPMKeyBusinessPointsMethodologyOverviewBenefitsofFocusPMWhychooseHP?"FocusPM:Itwillchangethewaywedobusiness."JimSherriff CurrentStateThesizeandcomplexityofsolutionprojectshavebeenconsistentlygrowingDifferentresultwhiledeliveredbydifferentPM(evenexcellent)ProjectManagersusemethodologiesinconsistentlyBestpracticesarenotcaptured,shared,orreusedTheProjectManager"srole,responsibilityandauthorityarenotclearlydefinedClientdissatisfactionandlowprofitabilityareissuesinmanyprojects FutureStateProjectsareamajorcontributortoourprofitabilityClientsperceiveourProjectManagementasoneofHP"scompetitiveadvantagesTheProjectManagerisperceivedasahighlydesiredjobwithinHPwithclearauthorityandresponsibilitytomakeprojectsasuccessUsingasingleglobalmethodologyandtoolscontributetosuccessfulprojectsKnowledgecaptureandreusegreatlyincreasetheeffectivenessofourProjectManagers ProjectManagementInitiativeObjective2:Clearlydefineroleandauthorityaswellasmeasures,rewards,andscopingofProjectManagersObjective3:RapidlyenhanceourProjectManagementcapabilitythroughdevelopmentandhiringObjective1:EnabletheimplementationofaconsistentProjectManagementmethodologyworld-wide RoleofProjectManagerResponsibleforprofitability(scope/terms&conditions/cost/schedule)ofprojectKeyroleinsellingprocess--qualifyingprojectandrecommendingGO/NOGOAssessesandmanagesriskduringsellinganddeliveryprocessManagesprojectteamduringtheprojectManagesrelationshipbetweenclientsandHP/partners/subcontractorsMajorrelationshipwithCBM,CBL&PrincipalConsultantinpre-salesDrivesthesuccessoftheproject PM"sareEmpoweredto:HavesoleaccountabilityforprofitabilityofprojectsHaveamajorresponsibilityinthesellingprocessHaveauthoritytobetheonlymanagerofprojectdeliveryHaveauthoritytobethemajorinterfacetoclientduringtheprojectDoesNOTmeanthatProjectManageristhemostimportantpersonforprojectsuccess--entireHPTeamisimportantforprojectsuccess WORLD-WIDEPROJECTMANAGEMENTMETHODOLOGYFocusPM HistoryofDevelopmentProjectManagersaskedforamoreprofessionalmethodologyforplanningandimplementingprojectsBasedonpreviousprinciple(CPLC)&HPbestpracticesNovember1996initialstrategy,January1998FinalReviewWWReviewTeam ComparedtoPreviousMethodologyIsconsistentwiththeProjectManagementInstitute"s(PMI&Prince2standards)IncorporatesHPbestpracticesProvidesrigoranddetailintheplanningphasesIncludesarobusttoolkitintheplanningandimplementationphasesMeetstheneedofProjectManagerstomanageincreasinglylargerandmorecomplexprojects BenefitsofFocusPMImprovedHPbottomlinebycuttinglossesonprojectsEnsuresconsistentworld-wideapproachtoclientprojects(willbeusedbyHPC,ISBU,andOSD)DevelopedunderleadershipofglobalHPC/ISBUSteeringCommitteeIncorporatesWWHPC/ISBUbestpracticesandindustrystandardProjectManagementmethodsandterminology(PMIandPrince2)Canbeusedforanytypeofproject(Scaleable)Providesafullsetofforms,toolsandtemplatesIncludesarigorousprocessforassessing/managingrisk ComponentsofFocusPMGuide,ManualandallToolsontheWebContinuousImprovementaccessedthroughtheWebWebbasedKnowledgeSharing(ProjectSnapshotsandBestPractices)DocumentationManagementSystem(underinvestigation)DocumentationMethodologyGuide(Phases/Activities/Tasks)ReferenceManual(ProcessesandTechniques)Toolkit(Forms,TemplatesandExamples)QuickReferenceCard(QuickOverview)ElectronicToolsTrainingandCommunication"ApplyingFocusPM"forProjectManagers-2days"ApplyingFocusPM"forNon-ProjectManagers-1/2dayInternalPresentationsforHPCandSalesExternalslidesetSalesslidesetWebbasedtraining-Qtr3(VirtualUniversity) KeyStrategiesConsistentqualitycriteriaandmeasuresKnowledgesharingandre-use(ProjectSnapshots)Sequenceofactivitiesandtasks(BidPlan,Design,Plan,Propose,Negotiate)PMprocessmeasurementsbyphase,i.e.,QualityReviewsQualityreviews-processandcontent(localprocess)PMMethodologyforProjectManagersScaleable:Useonallprojects ReviewCriteriaforeachTool/OutputQualityreviewsineachFocusPMPhaseandActivityQualityinFocusPM FocusPM:ScaleableforAllProjectsVerylarge,complexprojectSmallprojectMedium-sizedprojectHow? MethodologyStructureofFocusPMPhaseActivityTaskProcessOutput*(Tools)Input*Don"tconfuse"Output"withClientDeliverables FocusPMMethodologyOverview2.1PrepareTechnicalSolution2.2DevelopProjectScopeStatementandWBS2.3DevelopProjectSchedule2.4EstablishProjectResourceRequirements2.5DevelopProjectRiskManagementPlan2.6DevelopAdditionalPreliminaryProjectPlans2.7DevelopProjectBudget2.8ResolveInconsistenciesinProjectPlan2.9PerformProjectPlanQualityReview2.10PrepareandPresentClientProposal2.11PerformPlanningandProposalQualityReviewActivities3.1ReachAgreementonProposal3.2ProduceFinalProposalandProjectBaseline3.3CompleteContract3.4PerformSelectionQualityReviewActivities4.1StartUpProject4.2ConductProjectControlProjectPlanExecutionScheduleTrackingandControlFinancialTrackingandControlHumanResourcesMgt.CommunicationsMgt.QualityControlRiskManagementChangeControlConfigurationMgt.ContractandProcurementMgt.4.3ImplementSolutionManagetotheProjectPlanProjectTeamsClientExpectationsProjectDeliverablesPerformClientAcceptanceTransfertoWarrantyandSupport4.4CloseProjectImplementation4.5PerformImplementationQualityReviewActivities5.1FulfilWarrantyCommitments5.2PerformWarrantyQualityReviewActivities6.1InitiatePost-WarrantySupportServices6.2PerformSupportQualityReviewActivities1.1AppointProjectManager1.2EstimateBidEffortofEngagement1.3PerformQualityReviewofEngagement1.4RequestAuthorisationtoBidActivitiesPHASE1.0INITIATION2.0PLANNINGANDPROPOSAL3.0SELECTION4.0IMPLEMENTATION5.0WARRANTY6.0SUPPORT RequiredInputs(FromPrincipalConsultants,SolutionConsultants)ImprovedWinRatioandRepeatableBusinessFocusPMMethodologyLocalAuthorisationFormOpportunityInvestigation(AO,SBC,etc.)RequestforProposal(RFP)InvitationtoQuote(ITQ)SignedRiskOpportunityandAnalysisModel(ROAM) "ITWILLCHANGETHEWAYWEDOBUSINESS"-JimSherriffFollowingFocusPMismandatoryforPM"sTheProjectPlancontentisusedintheproposalPlanningcomponents(DesignandProjectPlan)canbedeliverabletemplatesinaconsultingprojectHP"sservicemethodologies(fromFOI"s)areincludedinthedevelopmentoftheWBSTheProjectPlanisthebasisforthecontractandbecomestheAddendumtothecontract-(NottheProposal)NewRolesandResponsibilitiesforPM"sandothersScalability-allactivitiesandtasksrequiredKeyBusinessPoints Ifrequiredresourcesarenotavailable,PMescalatestheissuesandstopstheproject-Reschedulingoccursuponstart-upCheckpointsintheFocusPMBidPlanrequiremanagementapprovalbeforeproceedingBidPlan-PresalesProjectPlan-ImplementationProposal-SubmissionClientnegotiatedproposalchangesScopechangesKeyBusinessPoints(Continued) TheProjectManagerisresponsibleforleadingthedeliveryoflargeintegratesolutionandforkeystepsinthesaleofsolutionoverallprojectplan,budget,schedule,staffing...overallriskmanagementandprofitabilitymakingarecommendationtomanagement(GO/NOGOdecision)effectivelyapplyingtheFocusPMMethodologytosolutionproject isthesinglepointofcontactwithclientistheBusinessManagerfortheprojectisaccountablefortheagreed-uponmarginfortheprojectmanagesallpeopleresourcesontheprojectisaccountabletoSeniorManagermusthaveallchangecontrolrequestsapprovedbyHPManagementandClientprovidesperformancefeedbackonallprojectteammembersatmajormilestonesandprojectclose-out---alignedwithHPConsultingCouseleeReviewProcessDuringtheProject,theProjectManager FocusPMMethodologyOverview2.1PrepareTechnicalSolution2.2DevelopProjectScopeStatementandWBS2.3DevelopProjectSchedule2.4EstablishProjectResourceRequirements2.5DevelopProjectRiskManagementPlan2.6DevelopAdditionalPreliminaryProjectPlans2.7DevelopProjectBudget2.8ResolveInconsistenciesinProjectPlan2.9PerformProjectPlanQualityReview2.10PrepareandPresentClientProposal2.11PerformPlanningandProposalQualityReviewActivities3.1ReachAgreementonProposal3.2ProduceFinalProposalandProjectBaseline3.3CompleteContract3.4PerformSelectionQualityReviewActivities4.1StartUpProject4.2ConductProjectControlProjectPlanExecutionScheduleTrackingandControlFinancialTrackingandControlHumanResourcesMgt.CommunicationsMgt.QualityControlRiskManagementChangeControlConfigurationMgt.ContractandProcurementMgt.4.3ImplementSolutionManagetotheProjectPlanProjectTeamsClientExpectationsProjectDeliverablesPerformClientAcceptanceTransfertoWarrantyandSupport4.4CloseProjectImplementation4.5PerformImplementationQualityReviewActivities5.1FulfilWarrantyCommitments5.2PerformWarrantyQualityReviewActivities6.1InitiatePost-WarrantySupportServices6.2PerformSupportQualityReviewActivities1.1AppointProjectManager1.2EstimateBidEffortofEngagement1.3PerformQualityReviewofEngagement1.4RequestAuthorisationtoBidActivitiesPHASE1.0INITIATION2.0PLANNINGANDPROPOSAL3.0SELECTION4.0IMPLEMENTATION5.0WARRANTY6.0SUPPORT KeyDecision:-HP"sResponsetoClientInputLocalAuthorisationFormOpportunityInvestigationRequestforProposal(RFP)InvitationtoQuote(ITQ)RiskandOpportunityAnalysisModel(ROAM)OutputProjectManagerAppointmentClientRequirementsProjectMissionandObjectivesBidPlanBidQualityReviewLocalAuthorisationFormActivities1.1AppointProjectManager1.2EstimateBidEffort1.3PerformQualityReviewofEngagement1.4RequestAuthorisationtoBid1.0INITIATION2.0PLANNINGANDPROPOSAL3.0SELECTION4.0IMPLEMENTATION5.0WARRANTY6.0SUPPORT1.0InitiationPhase-OverviewObjective:ManageHP"sopportunitycostKeyDecision:-HP"sResponsetoClient 1.1AppointProjectManager1.2EstimateBIDEffort1.3PerformQualityReviewofEngagement1.4RequestAuthorisationtoBidEngagementOpportunityPlanningandProposalActivity1.1AppointProjectManagerTask1.1.1SelectProjectManagerTask1.1.3ReviewProjectRequirementsTask1.1.2EstablishProjectFileLocalAuthorisationFormOpportunityInvestigationRequestforProposal(RFP)orInvitationtoQuote(ITQ)Risk&OpportunityAnalysisModel(ROAM)HPCForm1.1.1ProjectManagerEngagementPMT5200LetterandProjectCharter1.1.2ProjectFilePMC12501.1.3ClientRequirementsPMT10801.1.2ProjectFile-EstablishedPMC12501.1.1ProjectManagerEngagementPMT5200LetterandProjectCharterInputOutputTools1.0InitiationPhase ProjectFileinInitiationPhase 1.1AppointProjectManager1.2EstimateBIDEffort1.3PerformQualityReviewofEngagement1.4RequestAuthorisationtoBidEngagementOpportunityPlanningandProposalActivity1.2EstimateBidEffortTask1.2.1CompleteProjectMissionandObjectivesTask1.2.2DevelopBidPlan1.1.3ClientRequirementsPMF10801.1.3ClientRequirementsPMF10801.2.1ProjectMissionandObjectivesPMT11001.2.2BidPlanPMT12001.2.1ProjectMissionandObjectivesPMT1100InputOutputTools1.0InitiationPhase 1.1AppointProjectManager1.2EstimateBIDEffort1.3PerformQualityReviewofEngagement1.4RequestAuthorisationtoBidEngagementOpportunityPlanningandProposalActivity1.3PerformQualityReviewofEngagementInputOutputToolsTask1.3.1ReviewProjectDocumentationTask1.3.2PerformQualityReview1.1.2ProjectFilePMC12501.1.3ClientRequirementsPMF10801.2.1ProjectMissionandObjectivesPMT11001.2.2BidPlanPMT12001.1.2ProjectFilePMC12501.2.1ProjectMissionandObjectivesPMT11001.2.2BidPlanPMT12001.3.2QualityReview-MinutesPMF60511.3.1DocumentationReview1.0InitiationPhase 1.1AppointProjectManager1.2EstimateBIDEffort1.3PerformQualityReviewofEngagement1.4RequestAuthorizationtoBidEngagementOpportunityPlanningandProposalActivity1.4RequestAuthorizationtoBidTask1.4.1PresentRecommendationforApprovalTask1.4.3EstablishBidTeamTask1.4.2UpdateProjectFile1.2.1ProjectMissionandObjectivesPMT11001.2.2BidPlanPMT12001.3.2QualityReview-MinutesPMF60511.1.2ProjectFilePMC12501.4.1LocalAuthorisation1.2.2BidPlanPMT12001.4.1LocalAuthorisation1.4.3Internal/ExternalResources-BidTeamPMF51001.4.2ProjectFile-UpdatedPMC12501.4.1LocalAuthorisationInputOutputTools1.0InitiationPhase HighlightsofInitiationPhaseProjectMissionandObjectiveProjectBackgroundProjectObjective(Client)CriticalSuccessFactorExclusionsKeymilestonesConstrainHPObjectives RiskManagementbeginsintheInitiationPhaseandcontinuesthroughouttheotherphases:SalesteamcompletesRiskandOpportunityAnalysisModel(ROAM)StressesvalueofformalizedriskassessmentprocessversusgutfeelingStressescontrolandprofitabilityGooddecision:Improvedwin/lossratioNobadprojects!HighlightsofInitiationPhase(Continued) TheProjectManager:IsassignedearlyintheprocessReviewssalesinformationonclientandprojectCreatesProjectMissionandObjectivesDevelopsBidPlanRecommendsnextstepMayhaveanadditionalprojectreviewwithclientHighlightsofInitiationPhase(Continued) AsinputtoPhase1,theSalesTeam:DevelopssalesvisionConductsclientevaluationQualifiestheClient:-Findsassurancesthatclientcanaffordthesolution-DetermineswhetherclientvisioniscompatiblewithHPmissionDevelopsinitialriskanalysis(ROAM)HighlightsofInitiationPhase(Continued) 1outof10projectsprogressfromInitiationPhasetoPlanningandProposalPhase3outof4projectsinthePlanningandProposalPhaseprogresstotheSelectionPhase4outof5projectsintheSelectionPhaseprogresstotheImplementationPhaseSuccessStory:UKHPConsulting OverviewofInitiationPhaseKeyDecisionsReviewPointsSelectionofProjectManager(1.1.1)BidRecommendation(1.4.1)QualityReviewofEngagement(1.3) 1.0INITIATION2.0PLANNINGANDPROPOSAL3.0SELECTION4.0IMPLEMENTATION5.0WARRANTY6.0SUPPORTActivities2.1PrepareTechnicalSolution2.2DevelopProjectScopeStatementandWBS2.3DevelopProjectSchedule2.4EstablishProjectResourceRequirements2.5DevelopProjectRiskManagementPlan2.6DevelopAdditionalPreliminaryProjectPlans2.7DevelopProjectBudget2.8ResolveInconsistenciesinProjectPlan2.9PerformProjectPlanQualityReview2.10PrepareandPresent2.11PerformPlanningandProposalQualityReviewInputApprovedBidPlanLocalAuthorisationFormClientInformationClientRequirementsProjectInformationServiceMethodologiesOutputSolutionDesignScopeofWorkProjectPlan(IncludingRiskPlan,SupportPlan,andWarrantyPlan)ProjectFileLocalPricingWorksheetClientProposalLocalAuthorisationFormProjectPlan/ProposalQualityReviewObjective:Designsolution,developprojectplan,andpresentawinningproposal2.0PlanningandProposalPhase-OverviewKeyDecisions:-Design-MOCInclusions-Risk-Scope-ProjectPlan-ERP 2.2DevelopProjectScopeStatement+WBS2.3DevelopProjectSchedule2.4EstablishProjectResourceRequirements2.5DevelopProjectRiskManagementPlanInitiationPhasePlanningandProposal(continuedPart2)Activity2.1PrepareTechnicalSolutionTask2.1.1ReviewClientRequirementsTask2.1.7DetermineServiceMethodologiesandKnowledgeforReuseTask2.1.2EvaluateManagementofChange2.1.2ClientRequirements-ManagementofChangePMF10801.2.1ProjectMissionandObjectivesPMT11001.2.2BidPlanPMT12002.1.3ClientRequirementsPMF10801.2.1ProjectMissionandObjectivesPMT11002.1.3ClientRequirementsPMF10802.1.4Internal/ExternalResources-ThirdPartyPMF51002.1.5Internal/ExternalResources-SubcontractorPMF51002.1.5Internal/ExternalResources-SubcontractorPMF51002.1.5SubcontractorQualificationPMT56002.1.4Internal/ExternalResources-ThirdPartyPMF51002.1.2ClientRequirements-ManagementofChangePMF1080InputOutputTools2.1PrepareTechnicalSolution1.2.1ProjectMissionandObjectivesPMT11001.2.2BidPlanPMT12002.1.3ClientRequirementsPMF10801.1.3ClientRequirementsPMF10801.2.1ProjectMissionandObjectivesPMT11001.2.2BidPlanPMT12002.1.3ClientRequirementsPMF10802.1.4Internal/ExternalResources-ThirdPartyPMF51002.1.5Internal/ExternalResources-SubcontractorPMF51002.1.6ProjectMissionandObjectivesPMT1100Task2.1.3ReviewwithClientTask2.1.4SelectThird-PartyProductsandServicesTask2.1.5SelectSubcontractorTask2.1.6UpdateProjectMissionandObjectivesTask2.1.8DesignClientSolution2.1.3ClientRequirements-ReviewedPMF10802.1.1ClientRequirements-SolutionRequirementsPMF10802.1.7ServiceMethodologiesPMF13002.1.6ProjectMissionandObjectivesPMT11002.1.8SolutionDesignPMT13502.1.7ServiceMethodologiesPMF13002.1PrepareTechnicalSolution 2.2DevelopProjectScopeStatementandWBSConcisedefinitionoftheprojectobjectivesOverviewoftheendproduct,service,orsystemdeliverablesDetaileddescriptionofthesize,type,quantityandotherpertinentcharacteristicsofdeliverablecomponentsSolutionDesignoverviewProjectMilestonesDefinitionofHPandclientresponsibilitiesWarrantyandsupportrequirementsProjectexclusionsDescriptionofscopechangeprocess 2.2.4DevelopWorkBreakdownStructureClearlydefinedintermsofqualityAlignedwithoneresourceorresourcegroupEstimatedandtrackedcostandtimeline 2.3DevelopProjectScheduleEffortandDurationestimatesconsistofthetimeavailabletocompletethetaskandtheresourcesrequiredtocompletethetaskwithintheavailabletimeframe.Taskdependenciesestablishtherelationshipbetweentasks.TheycanincludeSF-StarttoFinish,SS-StarttoStart,FF-FinishtoFinishandFS-FinishtoStart.LeadandLagrelationshipsarecommon.Milestonesrepresentsignificanteventsintheprojectlifecycle.Effort/DurationTaskDependenciesMilestones 2.4EstablishProjectResourceRequirementTheresourceplancontains:ResourceSummaryOrganizationalStructureHumanResourcePlanPerformancemanagementPracticesTransfertoWarrantyProvisionsMobilizationPlanReference 2.5DevelopProjectRiskManagementPlanIdentifyProjectRiskTechnicalChallengesLegalIssuesProjectScheduleRegulatoryIssueProjectBudgetMarketActionRiskAssessmentSummary 2.6DevelopAdditionalPreliminaryProjectPlanQualityPlanDeliveryPlanAcceptancePlanTestingplanAcceptanceCriteriaandProceduresCommunicationManagementPlanWarrantandSupportPlan 2.7DevelopProjectBudgetDevelopHumanResourceCostEstimateMateriaksandSuppliesDevelopMobilizationCostsIncorporsteRiskmanagementCostsEstablishManagementReserveDefineClientValueEstablishSolutionPrice 2.9PerformQualityReviewHavetheclientrequirementsbeenadequatelyaddresssedinSolutiondesign?HastheProjectPlanidentifiedalloftheworkpackagesandresourcesrequiredfordeliveringthesolution?Doestheprojectorganisationprovidethenecessarylevelofsupportandcontrol?Istheprojecttimelineadequateforthescopeofwork?HavealloftheprojectcostsbeenidentifiedandaccuratelyestimatedHavealloftheprojectriskfactorsbeenidentified 1.0INITIATION2.0PLANNINGANDPROPOSAL3.0SELECTION4.0IMPLEMENTATION5.0WARRANTY6.0SUPPORTInputProposalProjectPlanRiskManagementPlanOutputFinalProjectPlanandSolutionProposalProjectBaselineClosetheDeal(ContractSigned)ProjectSnapshotActivities3.1ReachAgreementonProposal3.2ProduceFinalProposalandProjectBaseline3.3CompleteContract3.4PerformSelectionQualityReviewObjective:WinclientbusinessinsupportofHP"sbusinessobjectives3.0SelectionPhase-OverviewKeyDecisions:-HP"sResponsetochanges-ContractT&C"s 1.0INITIATION2.0PLANNINGANDPROPOSAL3.0SELECTION4.0IMPLEMENTATION5.0WARRANTY6.0SUPPORTInputScopeofWorkProjectPlanClientContractProjectFileOutputProjectTrackingandControlImplementedSolutionInvoicesClientAcceptanceofSolutionClientEvaluationofHPProjectSnapshotObjective:Deliverprojectwithintime,budget,andscopewhilemaximisingclientsatisfactionActivities4.1StartUpProject4.2ConductProgram/ProjectControl4.3ImplementationSolution4.4CloseProjectImplementation4.5PerformImplementationQualityReview4.0ImplementationPhase-OverviewKeyDecisions:-Performance-Risk-Acceptance-Changes 1.0INITIATION2.0PLANNINGANDPROPOSAL3.0SELECTION4.0IMPLEMENTATION5.0WARRANTY6.0SUPPORTInputImplementedSolutionWarrantyPlanProjectPlanContractPost-ImplementationReportOutputProjectCloseoutWarrantyServicesDeliveredCloseoutReportTransitiontoAppropriateSupportObjective:Providewarrantysupporttoclient"ssatisfactionActivities5.1FulfilWarrantyCommitments5.2PerformWarrantyQualityReview5.0WarrantyPhase-Overview 1.0INITIATION2.0PLANNINGANDPROPOSAL3.0SELECTION4.0IMPLEMENTATION5.0WARRANTY6.0SUPPORTInputSupportPlanClientContractPost-ImplementationReportOutputAppropriateDocumentsTransitionedSupportServicesDeliveredObjective:Providecontractedsupportservicestoclient"ssatisfactionActivities6.1InitiatePost-WarrantySupportServices6.2PerformSupportQualityReview6.0SupportPhase-Overview HowdoesFocusPMBenefittheProjectManager?TeamSatisfaction:FrameworkforteamintegrationStructuredProjectOfficeenvironmentWorldwideMethodologyandBestPractices:AllProjectManagersworld-wideusethesamemethodologyProjectteammembersallfamiliarwithsamemethodologyfromdayoneFocusPMiscontinuallyupdatedtoincludebestpracticesMoreSuccessfulProjects:RiskcanbepredictedandmanagedProjectManager"srecommendationispartofthequalificationprocessProductivity:MoreefficientuseoftimeLesschanceofburnoutDoesn"thaveto"re-inventthewheel"everytime EnablesTeamingduringsellingprocessEncouragesjointdecisionmakingSinglepointofcontactthroughoutengagementReducedstart-uptimeReducedcostofsales=higherprofit!-ImproveswinratiowithrigorousGo/NoGodecisionsIncreasedclientsatisfaction-repeatbusinessIncreasedplanninginpresales-leadstosuccessfuldelivery"Acolleagueyoucanrelyon"ProjectManagerswilltakeresponsibilityHowdoesFocusPMBenefittheClientBusinessManager,PrincipalConsultantandAccountRepresentative? SinglepointofcontactthroughoutprojectlifecycleClearprojectplan,SOWanddeliverablesQualitydeliveryofsolutionsOn-timedeliveryofsolutionsControlofcostandschedulebyusingadisciplined,formalprocessRiskismanagedbypartneringwithHP-riskscanbesharedbyHPandtheclientDefinedprocesstomanagechangeHPcanworkinamorestructuredmannerandappearmoreprofessionaltotheclientProvenmethodologyandProjectManagementcapabilityworld-wideHowdoesFocusPMBenefitourClients? HowDoesFocusPMBenefitHP?Moreefficiencyinsupportingonemethodologyworld-wideusedbyHPC,OSDandSWEOIncreasedproductivityofProjectManagersImprovedteamworkFrameworkforknowledgecaptureandsharingRiskManagementandcontrolCuttinglossesfromprojects--leadingtoincreasedprofitabilityImprovedclientandHPsatisfactionClientsbecomerepeatclients WhychooseHP?PartnershipatalllevelsbetweenclientandHPHP"sglobalcommitmentandknowledge/experience"BestinClass"EmpoweredProjectManagersAgreeduponachievablemilestonesandqualitydeliverablesStructuredapproachtoprojectplanningandimplementation “BestinClass”ProjectManagersBusinessorientedwithtechnicalknowledgeClientfocusEmpoweredtomakedecisionsonanyaspectoftheprojectExperiencedcommunicatorsandpeoplemanagersProjectManagerHPRecruitmentandDevelopmentRecruitthebestStructuredWWtrainingfromoutsideandmentoringprogram HPProjectManagementProcessFocusPMMethodologyWorld-widemethodologyEntireplanninganddeliveryprocessProcessandtoolsWebbasedMeetsPMIstandardCaptureandsharingofintellectualcapitalAuditingbypeersIncludes:GoalsandobjectivesScopedefinitionClientrequirementsbasedonrigorousneedsassessmentCommunicationstrategyRiskmanagementSchedulingandtracking PartneringwithHPJointExecutiveSponsorshipCo-ownershipofProcessandOutcomesJointDecisionMakingProjectOfficeSharedResponsibilityforRisk EngagementRvwProcessRiskMgmtProcessWho"sWhoinProjectManagementPresentationMaterialsCPLCProfessionalDevelopmentToolkitLeverageMaterialsEducationCertificationinPMIEducationWhat"sNewAboutthisWebSiteYoursuggestionsarewelcome.PleasesendthemtoBobSchuetz.http://americas.pso.hp.com/pmWelcometoHPConsultingProjectManagementHomepageH 9、静夜四无邻，荒居旧业贫。。十二月-21十二月-21Friday,December17,202110、雨中黄叶树，灯下白头人。。18:12:0518:12:0518:1212/17/20216:12:05PM11、以我独沈久，愧君相见频。。十二月-2118:12:0518:12Dec-2117-Dec-2112、故人江海别，几度隔山川。。18:12:0518:12:0518:12Friday,December17,202113、乍见翻疑梦，相悲各问年。。十二月-21十二月-2118:12:0518:12:05December17,202114、他乡生白发，旧国见青山。。17十二月20216:12:05下午18:12:05十二月-2115、比不了得就不比，得不到的就不要。。。十二月216:12下午十二月-2118:12December17,202116、行动出成果，工作出财富。。2021/12/1718:12:0518:12:0517December202117、做前，能够环视四周；做时，你只能或者最好沿着以脚为起点的射线向前。。6:12:05下午6:12下午18:12:05十二月-219、没有失败，只有暂时停止成功！。十二月-21十二月-21Friday,December17,202110、很多事情努力了未必有结果，但是不努力却什么改变也没有。。18:12:0518:12:0518:1212/17/20216:12:05PM11、成功就是日复一日那一点点小小努力的积累。。十二月-2118:12:0518:12Dec-2117-Dec-2112、世间成事，不求其绝对圆满，留一份不足，可得无限完美。。18:12:0518:12:0518:12Friday,December17,202113、不知香积寺，数里入云峰。。十二月-21十二月-2118:12:0518:12:05December17,202114、意志坚强的人能把世界放在手中像泥块一样任意揉捏。17十二月20216:12:05下午18:12:05十二月-2115、楚塞三湘接，荆门九派通。。。十二月216:12下午十二月-2118:12December17,202116、少年十五二十时，步行夺得胡马骑。。2021/12/1718:12:0518:12:0517December202117、空山新雨后，天气晚来秋。。6:12:05下午6:12下午18:12:05十二月-219、杨柳散和风，青山澹吾虑。。十二月-21十二月-21Friday,December17,202110、阅读一切好书如同和过去最杰出的人谈话。18:12:0518:12:0518:1212/17/20216:12:05PM11、越是没有本领的就越加自命不凡。十二月-2118:12:0518:12Dec-2117-Dec-2112、越是无能的人，越喜欢挑剔别人的错儿。18:12:0518:12:0518:12Friday,December17,202113、知人者智，自知者明。胜人者有力，自胜者强。十二月-21十二月-2118:12:0518:12:05December17,202114、意志坚强的人能把世界放在手中像泥块一样任意揉捏。17十二月20216:12:05下午18:12:05十二月-2115、最具挑战性的挑战莫过于提升自我。。十二月216:12下午十二月-2118:12December17,202116、业余生活要有意义，不要越轨。2021/12/1718:12:0518:12:0517December202117、一个人即使已登上顶峰，也仍要自强不息。6:12:05下午6:12下午18:12:05十二月-21MOMODAPOWERPOINTLoremipsumdolorsit,eleifendnullaac,fringillapurus.Nullaiaculistemporfelisamet,consecteturadipiscingelit.Fusceidurnablanditutcursus.感谢您的下载观看专家告诉