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ProjectManagementForInformationTechnology(IT)Professionals
SettingtheToneFortheProgram
LearningObjectivesDescribePMPrinciples&TechniquesUnderstandtheglobalstandard(PMBoK)PracticeconceptsinalearningenvironmentIdentifywhatworksforyouandapplytheseconceptstoyourownprojectsUnderstandITspecificchallengesandbeprepared‘takethemon’AfterattendingthisTrainingSessionyouwillbeableto:
MasteryCompetencySkillsKnowledgeInformationExperiencePractice&FeedbackApplicationStudy&TrainingHowdoISucceed?
PersonalSuccessIndividually,writedownthreespecificobjectivesforattendingthistrainingsession
SettingthetonefortheProgramSettingUpForSuccessPlanningProjectControlMultipleProjectsDiscussionHandofftoOperationsProgramOutline
LinksofProcessesinPhasesInitiatingPlanningControllingExecutingClosingPMBOKpage28
ScopeManagementQualityManagementTimeManagementCostManagementHumanResourceManagementContractor/ProcurementManagementCommunicationsManagementIntegrationManagementRiskManagementManagementMaturityBaselineBuildingaTeamBuildingaProjectBuildingSuccess
ManagementConsistentlyproducingkeyresultsexpectedbystakeholdersLeadershipEstablishingdirectionAligningpeopleCommunicatingvisionMotivating&inspiringSuccess‘Managing’forSuccessApplicationPractice&improvemanagement&leadership
ITChallengesBC&PMTrainingProgram–CourseMixDon’tre-invent,itprobablyexists(EDSMaterials)Team(Techie)–Project–Team(Manager)MaturitycycleWhataresomechallengesyouhaveencounteredinyourworkplace
ScopeManagementProcessesScopeManagementInitiationScopePlanningScopeDefinitionScopeChangeControlScopeVerificationProjectCharterProjectManagerScopeStatementScopeMgmtPlanWBSAcceptanceChangesCorrectiveActionsProductDescriptionStrategicPlan
TimeManagementProcessesTimeManagementActivityDefinitionActivitySequencingActivityDurationEstimatingScheduleControlScheduleDevelopmentWBSScopeStatementActivityListActivityDiagramActivityEstimatesProjectScheduleScheduleUpdates
QualityManagementProcessesQualityManagementQualityPlanningQualityAssuranceQualityControlQualityImprovementQualityPolicy,ScopeStatementProductDescriptionStandards&RegulationsQMPOperationalDefnQMPOperationalDefnQualityImprovementAcceptanceDecisionsRework,Adjustments
CostManagementProcessesCostManagementResourcePlanningCostEstimatingCostControlCostBudgetingResourceRequirementsCostEstimatesCostBaselineChanges-estimates,budgetCorrectiveActionsWBS,ScopeStatementResourcePoolOrganizationalPolicy
HRManagementProcessesHumanResourceManagementOrganizationalPlanningStaffAcquisitionTeamDevelopmentProjectInterfacesStaffingRequirementsRAMOrganizationChartStaffingManagementPlanProjectStaffAssignedImprovedPerformance
CommMgmtPlanProjectRecordsPerformanceReportsChangeRequestsArchivesAcceptanceRequirementsTechnologyCommunicationsManagementCommunicationsPlanningAdministrativeClosurePerformanceReportingInformationDistributionCommunicationsManagement
ProcurementManagementProcurementManagementProcurementPlanningSolicitationPlanningSolicitationSourceSelectionContractAdministrationContractClose-OutScopeStatementProductDescriptionProcurementResourcesMarketConditionsOtherPlanningOutputsConstraints&AssumptionsProcurementManagementPlanSOWsProcurementDocsProposalsProposalsEvaluationCriteriaContractPaymentChangesDocumentationAcceptance
IntegrationManagementHistoricalInformationOrganizationalPoliciesProjectPlanWorkResultsProjectPlanProjectPlanUpdatesIntegrationManagementProjectPlanDevelopmentProjectPlanExecutionOverallChangeControl
RiskEvents,SourcesSymptomsOpportunitiesThreatsRiskManagementPlanContingenciesCorrectiveActionsProductDescriptionTechnology,HistoryRiskManagementRiskIdentificationRiskResponseControlRiskResponseDevelopmentRiskQuantificationRiskManagement
HighLevelConceptIndividually,writedownwhatyoufeelarethethreemostimportantdeliverablesinadevelopmentlifecycle.Inteamsdiscussandjustifyyourchoices
KeyDefinitionsOperationsRepetitiveOngoingResetobjectives&continuePerformedbyPeopleConstrainedbylimitedresourcesPlanned,Executed,ControlledProjectsTemporaryBeginning&EndUniqueProductorServiceProjectsTemporaryBeginning&EndUniqueProductorServiceProjectsTemporaryBeginning&EndUniqueProductorServiceProjectTemporaryBeginning&EndUniqueProductorServiceProgram
PROJECTScopeProjectPlanStartEndDefinitions-LookingDownInitiatingPlanningExecutingControllingClosingConceptDevelopmentExecutionFinishLifeCycleProcessGroupsPhases
ProbabilityofsuccessincreaseswithtimeLifeCycleCharacteristicsRESOURCESTIMECost&staffinglevelslow,high,lowacrosslifecycleTheabilityofstakeholderstoinfluencefinalcharacteristicsdecreaseswithtimealongtheprojectphases
Total$$SpentLifeCycleCharacteristicsTime
DefinitionsLifeCycleAcollectionofgenerallysequentialprojectphaseswhosenameandnumberaredeterminedbycontrolneedsoftheorganization(s)involvedintheprojectPhaseoneormoretangible,verifiableworkproducts(ineffectit’sownproject–ownlifecycle)performancemeasurementtoensuredeliverablesmanagementcontrolsequentiallogicdesignedtoproperlydefineproduct
PhaseDiscussionWhataresomecommonphasesinatechnologydrivenproject
ProjectManager’sRoleIntegrateeverything&everybodyMeetprojectobjectiveswithinconstraintsDecisionmaker-Conflictresolutionchanges,resources,tradeoffCommunicationshubPrimenegotiatorwithstakeholders
ProjectManager’sPersonalityFlexibleInitiativetakerCommunicatorIntegratorDecisionMakerProblemSolverBigpictureabilityMotivator+???
ITChallengesAttempttomicro-managetogaincontrolTechnicalprojectsmeanmajorityofprojectnottotallyunderstoodMajorityofmistakesarein‘fakingit’TeamBuilding–LeadershipRoleWhataresomechallengesyouhaveencounteredinyourworkplace
AreYouSetUpForSuccess?
TechnicalSkillsAdminSkillsHumanSkillsMaintainingtheBalanceTrainedOrBorn?
TechnicalSkillsHighLowHumanSkills-Reference:Kerzner,1998.page125TechnicalSkillsHighLowHumanSkillsTeamMemberTeamLeaderManagerDirectorExecutive-MaintainingtheBalance
EgodrivenNarrowFocusAchievementDrivenAchievementvs.RelationshipStrategicPlanning–NOTVictimImage–OrganizationalViewFearofObsolescenceTechnicalSpecialists
FiveSourcesofAuthorityLegitimateCoerciveRewardExpertReverentKnowingyourPowerBase
YourPowerBaseIndividually,selectthetwopowersthatyoufeelyouareverygoodatusing.LegitimateCoerciveRewardExpertReverentInyourteams,sharetheseselections,anddiscusshowaProjectManagercouldimproveineachpowertype
SoftwareEngineeringInstitute(SEI)
CapabilityMaturityModel(CMM)INITIALREPEATABLEDEFINEDMANAGEDOPTIMIZING54321Adhoc,IndividualBasicPM,SimilarStdSWProcessQuantified&MeasuredQuantifiedFeedback
TheIdealModel
KickStart(~2months)Phase1–EducationofAllLevelsLeadership–SetdirectionTeam–SetbaselineknowledgePhaseII–AuditQuickAssessment(Bestprojects/Practices)PhaseIII–RecommendationsSetupSEPG(SoftwareEngineeringProcessGroup)SetupasProjectPlanEducate,Measure,Direct
ITChallengesSEICMM–wherePMFitsintoprocessFirstinitiativefrom‘above’MonitoringandControlmechanismPullsconflictingtechnicalfunctionalareasintoaconsistentframeworkWhataresomechallengesyouhaveencounteredinyourworkplace
SoftwareQualityMaturity-ExerciseEvaluateyourorganizationsmaturitylevelineachoftheeightprocessareasofthePMBoK:ScopeTimeQualityCommunicationsHRManagementProcurementRiskCost
WhydowehaveaProcessthedesignisdrivenbycustomerrequirements.Theprimarybenefitindoingthisis,increasedcustomersatisfactionforbothinternalandexternalcustomers.CustomerFocusTeamFocusOneTeamOneGoalDedicatedAccountableGlobalizingFunctionalOwnershipPlanning
Processv.s.ProceduresAProcessisahighlevelconceptthatcanbeappliedacrossorganizations,acrossindustry.IttriestominimizeambiguitybutmustallowflexibilityfordifferentculturesForexample‘identifyrisksthatcanimpactdelivery’AProcedureisthedetailedstepstoadheretotheprocess.Theprocedureisspecifictoanorganization.example‘completetheattachedriskidentificationspreadsheetbyholdingatwomeetingwithallteamleadersofeachfunctionalarea.Thereshouldbeatleast20risksidentifiedandquantified’.Thecompletedspreadsheetmustbestoredontheprojectserver.’
YourTeam’sBaseDoyoufollowadocumentedprocedureDoallthePMsfollowadocumentedprocedure/processDoyourseniormanagerscheckthatyouhavefollowedtheprocedure
SettingUpForSuccess
ProjectManagerSeniorManagementTheCustomersCompanyPolicyDirectionProjectTeamOtherLineManagersProjectDirectivesProjectDirectionReportsReportsProgressReportsProgressReportsCommunicationsLinksN(N-1)/231022118(18-1)/2306/2=153
StakeholderAnalysisAsaTeam–Identify30StakeholdergroupsTheyimpacttheprojectTheyareimpactedbytheproject
YourPowerBaseDefinedWithyourstakeholderlist,identifythetypesofpoweryouholdoverthisperson/group
CostReductionAnInterdependentApproachInternalProjectsCustomerProjectsMarketingOPERATIONSMeetingyourOrganizationsVision
ProjectSelectionCriteriaProjectSelectionCriteriaaredictatedbythebusinessandtechnicalobjectivesoftheorganizationItensuresthatandmoneyinvestedyieldsthehighest‘payback’fortheorganizationThecriteriaallowthemanagementstafftoknowtheviabilityofaproposedprojectpriortoextensiveplanningItisalsousedasanongoingmeasurementofthecontinuedviabilityofaprojectonceitstartsAsorganizationalobjectives,soshouldtheselectioncriteria
#Projects/CriteriaRiskHigh(5),Medium(3)Low(1)PayBackPeriodBalanceCostvssavingsequationCashflowtimingWhatQfordeliveringNPVNPV/investmentratioResourceavailability12345678ProjectSelectionCriteria(Example)YES(1),Probable(3),No(5)Thesecolumnscouldbe‘weighted’Definitionsarerequired
ITChallengesDidcommunicationsplanasan‘exercise’AbilitytopositionprojectcorrectlyKeepingprojectteamfocusedonorganizationalobjectivesWhataresomechallengesyouhaveencounteredinyourworkplace
RiskManagementUncertainty+ConstraintProbabilityUnpredictabilityContingency(planningforfailure)ControlBasedonFactsCommitmentPlanningforSuccess
RiskAreas(Example)TechnologyIsthisatechnologyweknowwellandhaveexperiencewith?MaturityIsthetechnologymature,isitconsistentwithcompanydirection?ComponentsAreweintroducingcomponentsthatareunique,newsuppliers?ComplexityIstheprojecteasytounderstand?RequirementsAretheystable-arethereotherprojectsthatcouldimpact/derail?
RiskAreas(Example)QualityIstherepotentialtodecreasethequalitymetricsofourproduct?FunctionalAreaAreManufacturing,CustomerService,purchasingconsistent?TeamCommitmentsArethereteamsthatmayprioritizeusofftheirschedules?TeamSkillsDowedependonasmallteam?i.e.HeroBobquits-stoppedcold.ExecutiveSupportDowehavethevisibilityrequiredtostayalive?
ContingencyPlanDiscussionWhataresomethingsyoucan‘pad’toensurethatwhenthingsgowrong,youare‘covered’?
PMSuccessFactorsScopeCreepAconstraintisabusinessdrivendefinitionthatlimitsthePM’sabilitytotradeoffCostTimePerformanceProductWithinGoodCustomerRelations
NegotiatingRealismAsaTeamForeachconstraintbelow,define3thingsyoucandoasaProjectManagertoovercometheconstraintTime–youmustdeliverby30SeptemberCost–youcannotspendmorethanXXXonyourprojectQuality–Itmustpas100%ofthetestcasesResources–youneed15people,thereareonly10
ProductIntroductionComponentsRemembertheConceptsDevelopmentLifeCycleThatFitsBestPracticesLearnfromExperiencePIPTheStandardSetsaBaselineConsistencyProjectInputConstraintsLimitationRequirements
ADevelopmentLifeCycle–Why?Customerrequirementsarebeingmet,Commercialrequirementsarebeingmet,Productandmarketarestillviableinthemarketplace,Productdevelopmentisonschedule,Highstandardsofproductqualityandperformancearebeingmet.Toprovideperiodicchecksthat:HighLevelObjective-DoWeMoveForward?
TheLifeCycleProcess-ElementsObjectivesActivitiesDictateDeliverablesProduceMeasure
HardwareDevelopment(Example)ExperimentalCycle(s)VerywelldefineddeliverablestoprovetheobjectivewasmetActivitiesareundertakentoproducethedeliverablestoprovetheobjectivewasmetPrototypeCycle(s)PreProductionCycle(s)ProductionCycle(s)PhaseIn
HardwareInchPebbles-PerCycleDR-DesignReviewDI-DesignInspectionFA-FunctionalAgreementCPA-ComponentPlacementAgreement(LAYOUT)PA-PhysicalAgreement(ORDER&BUILD)Verify-Verification
ITChallengesNotaHardwareType–providedvisabilityMilestonesmustbedigital–tothePMIntegraltooverallprojectplan,notanadditionWhataresomechallengesyouhaveencounteredinyourworkplace
InteractionwiththeTeamInyourTeamsDiscusswaysinwhichProjectManagerscanstayawareoftheinch-pebbleswithintheirproject(withoutmicro-management)
SoftwareEvaluationFactorsPerformanceQualityVersatilityEaseofLearningEaseofUseClassificationLevelI–singleprojectplanningLevelII–singleprojectmanagementLevelIII–MultipleProjects
WhyComputerizePerform‘WhatIfs’withinstantresultsConsistencyinmanagementreportingbytheteamPresentsacommonprojectplan,projectvisionAllowsinstantcommunicationsofdataShowscriticalpath,slack,dependencies…InstantswitchingbetweengraphtypesProvideseasyvisualtosophisticateddataDemonstratesmeasurableprogress
CommonChallengesManagementmaynotliketheoutputLackofuseinfrontendplanningLackofday-to-dayuseNocommitmenttotrainingLackoftechnicalsupportGarbageIn–GarbageOutLackofinsightintoaccumulatedchanges‘Bosses’areusedtooldsystemLackofintegrationintocompanysystemsViewedasreplacementforface-to-facecommunicationsNotrainingintheconceptsbeingsupported
Software-ASnapshotScopeDefinition-WBSActivity/MilestoneDefinition,EstimationBaselineprojectplanResourceCosts-BudgetingResourceAllocation&LevelingCriticalPathDetermination/PERTDecisionSupport-DiagramsSlackAnalysis‘Actuals’dataentryVarianceAnalysisDefault/AdhocreportsUsingfilterstosteamlinereportingChangecontrolIntegrationwithothersoftware
ITChallengesEDS‘superdocument’–lostcontrolKISS–RememberthecontractortypesFrameworkforcommunicationsplanWhataresomechallengesyouhaveencounteredinyourworkplace
SoftwareDiscussionWhatothersoftwarepackagesareusedbyaProjectManager
WhyProjectManagement?Management+Functional=OperationalGapsGapsIslandsMaketheMostEffectiveuseofResourcesAchieveProjectObjectivesAddresseverychangingfactorsWithinprojectcharacteristicsApplyProjectManagement
ProjectbasedorganizationTwocategoriesrevenuederivedfromothersmanagementbyprojectsSupportsystemsprojectbasedtraining,financialFunctionalorganizationoneclearsuperiorforanemployeegroupedbyspecialtyprojectstaffcomesfromacrossfunctionsOrganizationalStructures
MatrixorganizationBlendofProjectized/FunctionalorganizationsWeakmatricesfunctional,PMiscoordinator,expeditorStrongmatricesprojectizedwithfunctionalsupportOrganizationalStructuresDescribeYourOrganization
PureFunctionalPureProjectizedProjectInfluenceinDecisionMakingFunctionalInfluenceinDecisionMakingTheBalanceofMatricesWeakMatrixStrongMatrix
ProblemsinaNon-Project-DrivenOrganizationsProjectsmaybefewandfarbetweenExecutivesdonotdelegateeffectivelyVerticalapprovalsaretimeconsumingFunctionalareas‘hold’informationLimitedacceptanceofPMProcessDependenceonoutsidePMexpertise
InteractionwithFunctionalUnitsInyourTeamsIdentify-whataresomecommonreasonsforprojectmanagersandfunctionalmanagerstodisagree
TimeinPlanningisneverwasted
TheProjectPlanDevelopawrittenstatementasthebasisforfutureprojectdecisions–ensurescompleteprojectisknownAgreementbetweentheprojectteamandtheprojectcustomerWhatismissingWhatistheeffect/impactDynamic
Eliminatesconflict–commonvisionStandardcommunicationstoolEnsuresobjectivesareunderstoodProvidesbasisforinformationgapsProvidesfirstcutatrisk/issuesmanagementSetsscheduleasbaselineTheProjectPlanFramework
TotalProjectPlanningSummaryofprojectconstraints/conditionsScope/ObjectivesofaprojectOBSRAM–ProjectManagerFunctionalsupportRAM–OtherorganizationsManagementconductProjectscheduleEstimatesResourcemetricsSupportactivitiesApprovalsystem
ProjectManagementPlanHighLevelPlan-MilestonesProjectManagementProcessReviewDeliverablesVO/PreProPlanProgramReviewsApprovalsProductReleaseAuthorityStartwithablankpieceofpaper–butstart…..
ITChallengesFocuswasontheplan’s–noplanningLimitationoftechnicalknowledgemeanthadtousetheteamBasisMonitoringandControl-BaselineWhataresomechallengesyouhaveencounteredinyourworkplace
DeliverableorientedOrganizesanddefinestotalscopeofprojectLevelsrepresentincreaseddetailMaybeproducts/servicesRelatescomponentstoeachother/projectWorknotinWBSisoutsidescopeofprojectUsedtoconfirmacommonunderstandingHelpsingettingcommitmentofprojectpersonnelWorkBreakdownStructure(WBS)LowestLeveliscalledaWorkPackageMaybedividedintoActivities
TheWBSisthebasisfor…ResponsibilityAssignmentMatrixBudget&CostEstimatingPlanningTotalProgramBreakdownOrganizationalStructure(OBS)CoordinationofObjectivesNetworkSchedulingContractualStructuringRiskAnalysisProjectPerformanceMeasures
BenefitsofWBSPreventsmissingdeliverablesBasisforprojectteamcommitmentEstablishesframeworkforprojectplandevelopmentEnsuresdeliverablesarevisibleHelpsininitialriskanalysisPROGRAMWorkPackageSub-ProjectPROJECT
ActivityDefinitionActivitydefinitionisusedtoidentifyanddocumentthespecificactivitiesthatmustbeperformedinordertoproducethedeliverablesandsub-deliverablesidentifiedintheWBSHowdowedothat?
ActivityConsumestime(prepare,build,test)MustbemeasurableSingleaccountabilityMustbeabletobeperceivedStopsDecompositionoftheWBSWhataresomecommonRulesofThumbforBottomLevelActivities?
SpecifiedaccomplishmentPointintimeDoesnotconsumetimeorresourcesExpressesastate(…tested)CommunicationsTooltoshowdigitalprogressAlsocalledMilestonesEvent
ActivityExerciseInyourteams,makealistoftenactivitiescommontoallofyourprojects.Foreachactivity–describeaneventthattellsyouthattheactivityhascompletedsuccessfully.Foreachevent–howcanyouasaprojectmanagerensurethatyouknowthattheeventhashappened.Forinstance–ExecuteTestCase(activity)TestCaseComplete(event)SubmitTestCaseReporttoProjectManagerbyemail
ActivitySequencingisperformedtoidentifyanddocumentinteractivitydependenciesActivitySequencing
TypesofDependenciesMandatory/HardRelationshipcannotbealteredDiscretionary/SoftPersonalpreferenceApproach,bestpracticeAlsocalledsoftorpreferreddependencyExternalDeliveries/suppliestoprojectUsuallyalsoaharddependencyTreatedasaconstraint
DependencyExerciseInTeams–IdentifyFiveharddependenciesFivesoftdependenciesandFiveexternaldependenciescommontoyourorganization
TypesofDependenciesFS–FinishtoStartSF–StarttoFinishFF–FinishtoFinishSS–StarttoStart
DiagrammingMethodsDefineProductBuildProductDevelopProjectPlan(FS)(FS)PrecedenceDiagrammingMethod(PDM)AlsocalledActivityonNode(AON)Arrowscanshowlag/leadtime
DefineProductBuildProductDevelopProjectPlanArrowDiagrammingMethod(ADM)AlsocalledActivityonArrow(AOA)ConstraintsshownasdummyactivitiesDiagrammingMethods
DiagrammingMethodsFlowCharts
ITChallengesAskingstupidquestionsincreasesknowledgeKISS–Usedallcharts–lostcontrolRegularcharts–nomoreinterruptionsManagementReportingWhataresomechallengesyouhaveencounteredinyourworkplace
FF/FS/…->LeadandLagBluecannotfinishuntilRedFinishesBluecanstartanytimeRedmustfinishearlierthanblueFF2w1wFS–1wBluecanfinishanytimeBluecannotstartuntil(-1w)RedFinishingRedmayfinishearlier/laterthatBlueSS+1wBluecanfinishanytimeBluecannotstartuntil(+1w)RedStartingRedmayfinishearlier/laterthatBlueSF-1wBluecanfinishanytimeBluecanstartanytimeRedcannotfinishuntilBluehasstartedforaweek
DiagrammingNotesObjectiveofthediagramistopassalonginformationontheproject-choiceofdiagramtypeshouldbedrivenbythisfactMilestonescanbeshownonPDMasactivitieswithzerodurationADMyoumustidentifyallactivitiesandallmilestones,PDMallowsyoutochoosewhatmilestonesyouwantADM–youcanadd‘dummy’activities(lineswithnoduration)toforcedependencyDiagrammingrulesmustbeusedtoensurereadability
IntegrateStartSelectSoftwareTestSoftwarePurchaseSoftwareSelectHardwarePurchaseHardwareDevelopingThePath(s)End
WhatDiagramsCanTellYouSinks?OrphanedActivitiesBursts
DiagrammingExerciseDrawthenetworkandidentifythecriticalpathusingtheprecedencediagram.ACTIVITYPRECEDINGACTIVITYTIME(WEEKS)ABCDEFGHI---ABBCD,EF,G,H786668473
ActivityDurationEstimatingActivityDurationEstimatingdeterminesthenumberofworkperiodswhichwillbeneededtocompleteindividualactivities
ActivityDurationEstimatingEstimatingguidelinesEvaluateeachindependentlyAssume‘normal’leveloflaborAssume‘normal’workweekDisregardpredetermineddatesonfirstcutUseconsistenttimeunitsUsepastactualdataLevelofeffortactivitiesDuration*ResourceLoading=Effort
EstimateAccuraciesDefinitive(Detailed)EstimateFromWelldefinedengineeringdataNormallyBottomupAccuracyof+/-5%(Rough)OrderofMagnitudeNodetailedengineeringdataAccuracyof+/-35%Approximate(TopDown)EstimateAnalogousEstimatesUsesPreviousprojectdataAccuracyof+/-15%
EstimatingTools&TechniquesAnalogousEstimationTopdownestimatingActualcostofaprevious,similarprojectLeastcostlymethodScaleableforprojectsizeProductIntegrityPCBBuildStandardHWParametricModelingCharacteristicsinamathematicalmodelExamples-costpersq.foot,LOC,costperhourCanbeweighteddependingonparametersNeedsaccuratehistoricalinformationParametersmustbemeasurableMustbescalableDocumentationLinesofCodeAnimation
BottomUpEstimationUsesWBSasabasisforcollectionBestapproach–fromactualdevelopersDataintensive-accurateConsistencyachallengeNewProductNewTeamUncertaintyHighEstimatingTools&TechniquesMSProjectComputerizedToolsAssistwithcostestimatingandcostingalternatives
CommonEstimationChallengesAssumingfollow-onworkMisinterpretationoftheSOWImproperlydefinedScope/WBSOptimisticschedulesAssumingskillslevelsNoriskanalysisupfrontNoaccountingforcostadjustments/inflationWrong/Inconsistentestimationguidelines
ITChallengesRedefinedrolefromtechnicaltopoliticalTestedtrustinmyteamDefinesDelegation&AuthorityWhataresomechallengesyouhaveencounteredinyourworkplace
EstimationExerciseInyourteams,discussandwritedownsomeestimatingguidelinesthatareusedinyourorganization.
Dan’sCommonEstimatingGuidelines(Size)-estimatesshallnotbelargerthan5days(who)–estimatesshallbebythefunctionalareaorindividualactuallydoingtheactivityIwantdurationandeffortestimatesforeachactivityBothestimatesarein6hourdays(6work–2admin)ItellthemifIwantoptimisticestimates(morerisk),mostlikely(TM)orworstcase(TP)(norisk)(thismaychangeforeachfunctionalarea)EstimatesshallcontainnoaddedcontingencyAnyrisksneedtobeidentifiedwiththeestimate
CriticalPathMethod(CPM)Usedatprojectlevel(NormalDistribution)RequiresbreakprojectintoactivitiesdefinelogicalsequenceofactivitiesaddestimatesFindseriesthatdefineMinimumduration(earlyfinish)Longestpath(latefinish)CalculatesFLOATfindsleastschedulingflexibilityOriginallyaspecificmethodbutnowisappliedtoallnetworkmethods
SameMeanLowConfidenceLargeSD68%confidence(80-120hrs)99%confidence(40-160hrs)HighConfidenceLowSD99%confidence(80-120hrs)80100120NormalDistributionSearchoninternetresultedin1,490,000placeswith‘NormalDistribution’4080100120160Mean+/-3SDxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx
Integrate1weekStart0weeksSelectSoftware1weekTestSoftware2weeksPurchaseSoftware1weekSelectHardware1weekPurchaseHardware1weekEnd0weeksLongestPathinNetworkDeterminesMinimumProjectDurationCriticalPathMethod(CPM)
CriticalPathExerciseDrawthenetworkandidentifythecriticalpathusingtheprecedencediagram.ACTIVITYPRECEDINGACTIVITYTIME(WEEKS)ABCDEFGHI--BA,BBDCC,EF,G,H468755784
UsedmostlyinR&Dprograms(needstatisticalestimation)-AppliestoallnetworksPERTCalculationsUsesaBetaprobabilitydistributionforactivitiesUsesanormaldistributionforprojectlengthBetadistributionTE=TO+4xTM+TP6AccountsforuncertaintiesTimeExpected(TE)TimeOptimistic(TO)TimeMostLikely(TM)TimePessimistic(TP)
StandarddeviationSD=TP-TO63,4,54,8,104,5,8SD=0.33SD=1.00SD=0.67SD(tot)=(0.33)+(1.00)+(0.67)222=1.2568%within1SD95%within2SD99%within3SDChanceofCompletionDeterminingConfidence
3,4,54,5,104,5,81,2,5TEv.sTMTM45.675.332.67TECriticalPath=15CriticalPath=14
MostLikely(CPM)TMWeighted(PERT)TEOptimisticTOPessimisticTPPROBABILITYOFOCCURRENCEDurationCPMv.s.Pert
ITChallengesR&DforcedPERTUse.LimitedTechnicalKnowledgeprovided‘excuse’Neededtolearntowith‘uncertainty’DecisionSupportonalternatemethods–whatisbestforyourorganizationWhataresomechallengesyouhaveencounteredinyourworkplace
A3DaysEndStartD4DaysC3DaysB4DaysE4DaysF5DaysCriticalPathDiscussionWhatactivitiesareonthecriticalpath?Whatisthefloatforeachactivity?
MostestimateshaveaLateFinishandEarlyFinishSlack=LateFinish-EarlyFinishifSlack>0,timeisavailableifSlack=0onCriticalPathifSlack<0thescheduleisnotachievableCalculatingSlackHowCanThisBe??
CalculatingSlack-ExampleA2DaysEndStartD4DaysC3DaysB6DaysE4DaysF5DaysA2DaysEarlyStartEarlyFinishLateFinishLateStart
InyourTeamsDrawtheProjectNetworkUsePERTestimatesCalculatetheearliest/latestartandfinishtimesforeachactivityIdentifythecriticalpathABCDEFGH---AAB,ECD,F,G4752634359748577ACTIVITYPRECEDINGACTIVITYOPTIMISTICMOSTLIKELYPESSIMISTIC6119121271311Time(Weeks)Exercise
IntheMiddleTheKeyto‘good’estimatesiseffectiveworkingrelationshipwithFunctionalManagersandTechnicalStaffKnowtheorganizationalinfluencesKnowthetechnicalstaff’sprioritiesKnowyourpowerbaseWorkTogether
PureFunctionalPureProjectizedProjectInfluenceinDecisionMakingFunctionalInfluenceinDecisionMakingOrganizationalInfluencesWeakMatrixStrongMatrix
EgodrivenNarrowFocusAchievementDrivenAchievementvs.RelationshipStrategicPlanning–NOTVictimImage–OrganizationalViewFearofObsolescenceTechnicalSpecialists
ScheduleDevelopmentScheduledevelopmentisusedindeterminingstartandfinishdatesforprojectactivities
ProjectSchedulePreliminaryuntilresourcesareconfirmedHasatleastStart&EnddatesPresentedasDiagramBarChart(Gantt)MilestoneChartTimeScaledNetworkWork1Work2Work3Work4Work5JanFebMarAprW1W2W3W4
PERTChartA3DaysEndStartD4DaysC3DaysB4DaysE4DaysF5Days
MAYJUNEJULYAUGSEPTTIMENOWACTIVITYGETSOFTWAREGETHARDWAREINTEGRATION&TESTPurposeShowscheduleprogressagainstplanActivities/tasksagainstTimeDemonstratesCurrentActivitiesGanttorBarChart
AdvantagesGoodcommunicationtoolEasytoprepareandmaintainPortablefromSmalltoLargeprojectsDisadvantagesDoesnoteasilyshowtaskinter-relationshipsDoesnotshowendtoendflowBarChart
MilestoneProjectStartedSoftwareSelectedSoftwarePurchasedHardwareSelectedHardwarePurchasedSystemIntegratedJanFebMarAprMayReflectsstatusofeventsovertimeExcellentforEventDrivenProjectsMilestoneChart
GraphicalReportingTechniquesResourcesAssignedJanFebMarCheckSheetError1Error2Error3//////////////////////////0102030401234567HelpCallsHistogramScatterDiagram0510150102030OvertimeHrsBilledErrorsRunChartPieChartFlowChartResourceCharts100%NumberofDefectsCauseofDefectsParetoDiagram
ChartComparisonsChartAdvantagesDisadvantagesUsePertShowsendtoendflowTimeconsumingtoBestuseforcreatechartguidingteamGanttShows‘current’activitiesLotsofinformationPM–Today’smakeschartcrowdedfocusMilestoneSimpleChartLackofInformationExecReportingChartlimitedplanninguseTimeScaledFlow&timingsshownNosoftwaresupportAll-progressNetworkSmallprojectsonly
IDTaskDurationPred1.SelectSoftware2weeks-PurchaseSoftware3weeks1SelectHardware3weeks-PurchaseHardware3weeks3CreateTestCases3weeks-TestSoftware2weeks2,4,5IntegrateSystem3weeks6RunSystemTest2weeks7RunUserTest2weeks8DrawtheinformationaboveasaGANTTChartGANTTChartExercise
SelectSWPurchaseSWSelectHWPurchaseHWCreateTestCasesTestSoftwareIntegrateSystemRunSystemTestRunUserTest
Decisions,DecisionsWhatisyouraudience(s)WhatdecisionsneedtobemadeWhatinformationisneededtomakethatdecisionIsthereapreferreddecision
ITChallengesDan’s“CriticalPathfortheWeekChart”Theneedto‘weight’activitiesbasedontechnicalcomplexityDifferingchartscanprovideconflictingviewDecidinghowtocommunicatekeyprojectinformation(schedule)Whataresomechallengesyouhaveencounteredinyourworkplace
BenefitsofNetworkSchedulingRevealsinter-dependenciesDeterminesprojectedcompletiondateAssessesresource/timetrade-offsFacilitates“whatif”scenario’sHighlightscriticalactivitiesEvaluatesperformanceHelpsslackmanagementDeterminescrucialelementsEvaluatesalternativesFormsbasisforplanning/predictionSophisticateddatamadesimpleControluniqueprojects
DisadvantagesofNetworkSchedulingCanbetimeconsumingtosetupLargeoverheadonsmallprojectsFunctionalownershipblurredParallelactivitiestoughtoseeHardtoenvisionresourceconflicts
BrainstormtheproblemsthatyoufacewithschedulesinyourprojectenvironmentSchedulingDiscussion
ResourceAssignmentResourceAllocationtoprojectactivitiesResourceLevelingResolvingconflictsSmoothingResources
ResourcePoolDescriptionResourcePlanningPeople,Equipment,MaterialPotentiallyavailabletotheteamTypes,QualitiesforeachWBSElementResourceRequirementsAlternativesIdentification
EverythingtoDateExerciseAnewseniormanagertellsyouthatyouhaveanexecutivemeetingnextweektopresentthekeyissuesonyourproject.Theywantyoutotreatthisasaproject.Constraintsare:twoslides,4issues.Specifically,themanager:CreateaWBSofthekeycomponentsoftheIssuespresentationWritedowntheactivitiesthatneedtobedonetocreatetheslidesandgathertheinformationAddestimatestocompletetheactivitiesCreateadiagramtoshowhowtoshowtheflowCreateaGANTTCharttocommunicatetheschedule
SettingtheBaselineEstablishacommitmentstatementfromwhichallchangescanbemadeAnything/EverythingcanbebaselinedCost,Scope,Schedule,Issues,Resources…Communicateittotheworld–establishteamcommitmentandaccountability
ProjectTitle:Update:Issues:ProjectDescription:TasksandmilestonesPlanFcstActlThisareawilldescribetheproductrequirementsandthecommitmentoftheteam.TheseareeffectivelyfromtheBaselinedProjectPlan.UpdatesshouldbeinboldTheseIssuesaremeanttobesharedwiththeWorld.Detailsofthedaytodayissuesarenotforhere.BasedontheMilestonesabove,whatarethethreekeyIssuesthatcouldderailyourprojectProjectStatusRecoveryPlan-PRIME-COMMITMENTDATEHi-lightsThisareawillhaverecentsuccessesfortheteam.ThisshouldbeprioritizedforcollationbytheExecutives
ITChallengesUseofPlanofRecordConflictResolution–resolvingtechnicalconflictswithbusinessinformationReporting-TakinglargeamountoftechnicaldataandminimizingittousefulformWhataresomechallengesyouhaveencounteredinyourworkplace
ProjectControl
RiskDefinitionsRISK:anelementthatmaychange,causingimpacttotheprojectAnearthquakewillflattenthebuildingPROBABILITY:thechancethattheriskwillactuallyoccurLow/Medium/HighIMPACT:whathappenstotheprojectiftheriskdoesactuallyoccurTheprojectwillstopforthreemonthstorestartMITIGATION:anactionthatwillminimizetheriskReinforcethebuildingtohigherquakestandardsCONTINGENCY:anactiontominimizeimpact-aftertheriskoccursHaveanoff-siteduplicateofficetomoveinto
ConceptDevelopmentImplementationTerminationWhentoManageRiskTime>>>RISKRISKRISKRHighestRisksareIncurred$$$$$$$$GreatestRiskImpact
LowMediumHighSevereSomeMgmtManageExtensiveMgmtModerateAcceptManageManage/MonitorLimitedAcceptAccept/MonitorMonitorRiskEvaluationProbabilityImpact
RiskResponseSystemAvoidanceEliminatecausesofriskMitigationReduceEMVAcceptanceActive-contingencyPassive-takethelossIgnoranceWhoOwns?Mustassessimpactson
WithyourteambrainstormsomecommonissuesthatyouarefacedwithmanagingprojectsCommonProjectIssues
MediaReceiverCommunicationsModelInformationSourceWhatisInformation?EncodingDecodingFeedbackIsItUnderstood?
BarrierstoCommunicationsLackofclearcommunicationschannelsPhysical/temporal(time)distancebetweencommunicatorsDifficultieswithtechnicallanguageDistractingEnvironmentalfactorsDetrimentalattitudes/hostility/disbelief
CommonFiltersLanguageCultureSemantics-pointofviewIntelligence/KnowledgeMessageContentEthics-lyingReputation-pastAuthorityOrganizationalStatusHistory
Body-55%Voice-38%Words7%Non-VerbalCommunications45%-Listening30%-Talking16%-Reading9%-WritingCommunicationTimeBreakdownCommunicating
EffectiveMeetingsEstablishameetingpolicyOnlycallameetingifthereisarealneedMakethemeetingpurposeveryclearPrepareanagenda(distributeinadvance)IneffectivemeetingsareademotivatorFollowtheagendaEncourageparticipationTeambuildingopportunityRecordDecisionsIssuesminutesFollowUp
RunningFormalReviewsHoldaReviewtoPassItHoldTeamReviewsaheadoftimeLotsofInfo,gettheteamon-sideGetdetailedinformationdiscussedandclosedGototheExecutiveGateUnitedNoOutstandingUndiscussedIssuesHoldaDryRun(Reviewlesstwodays)ExactlyWhatwillbepresentedattheReviewThingsChangehourly,pickapointintimeandsticktoitSlidesareavailablewellinadvanceLetPeopleKnowDate(planned)4weeksinadvanceEnsuresDecisionMakersAvailableEmphasizesimportancetoteamForcesnay-sayersforwardearlyFindOutDecisionMakersHotButtons
StateObjective&DecisionMakersStateRecommendationbyTeamPresentInformationtoSupporttheDecisionHighLevelAchievements/DeliverablesStateIssues&CorrectivePlansHitTheHotButtons(Proactive)What’sNextPresentersDependsonyourTeam&PoliticsForDecisionMakers-Address?toPrimeFornon-decisionmakers-TakeOff-lineHaveback-updata/slidesreadyRe-StateRecommendationbyTeamAskEachDecisionMakerforApprovalIssueCongratNote&MinutesRunningFormalReviews
ITChallengesThe½hour‘GATE’meetingThenon-meetingmeetingTimeManagement–makingthebestuseoftimeasa‘team’Whataresomechallengesyouhaveencounteredinyourworkplace
TakeyourlistofIssuesfromthelastexerciseIdentifythestakeholderthatcreatedtheissueWhatjustificationcouldthatstakeholderhave?UnderstandingProjectIssues
CostBaselineTimePhasedBudgetSCurvePerformanceMeasurementBaselineUsedtoMonitor&MeasureTime$TargetBudget
EARNEDVALUE(EV).(1)Amethodformeasuringprojectperformance.Itcomparestheamountofworkthatwasplannedwithwhatwasactuallyaccomplishedtodetermineifcostandscheduleperformanceisasplanned.(2)Thebudgetedcostofworkperformedforanactivityorgroupofactivities.BUDGETEDCOSTOFWORKPERFORMED(BCWP):Thesumoftheapprovedcostestimatesforactivitiescompletedduringagivenperiod(usuallyproject-to-date).AlsoknownasEARNEDVALUE.BUDGETEDCOSTOFWORKSCHEDULED(BCWS).Thesumoftheapprovedcostestimatesforactivitiesscheduledtobeperformedduringagivenperiod.ACTUALCOSTOFWORKPERFORMED(ACWP).Totalcostsincurred(directandindirect)inaccomplishingworkduringagiventimeperiod.SomeDefinitions
COSTVARIANCE(CV).Anydifferencebetweentheestimatedcostofanactivityandtheactualcostofthatactivity.CV=BCWP-ACWPSCHEDULEVARIANCE(SV)Anydifferencebetweenthescheduledcompletionofanactivityandtheactualcompletionofthatactivity.SV=BCWP-BCWSCOSTPERFORMANCEINDEX(CPI).Theratioofbudgetedcoststoactualcosts.CPI=BCWP/ACWPSCHEDULEPERFORMANCEINDEX(SPI).Theratioofworkperformedtoworkscheduled.SPI=BCWP/BCWSSomeDefinitions
BAC=BudgetatCompletion=EstimatedTotalCostofprojectwhencompleteEAC=EstimateatCompletion=ActualstoDate+ETCEAC=Actualstodate+adjustedremainingbudget(CPI)=Actualstodate+newestimates=Actualstodate+remainingbudgetPercentplanned=BCWS/BACPercentSpent=ACWP/BACPercentEarned=BCWP/BACSomeDefinitions
RollingWaveTheaccuracy/confidenceoftheentiresetofestimatesisnotconsistent,youhavemoredetailedestimates(andhigherconfidence)in‘current’activitiesDetailedApproximateRoughApproximateDetailedRough
DurationCompressionCrashingtradeoffmaximumcompression(schedule)forminimalcostaddresources,addcontractorsaddscostFastTracking-doingactivitiesinparallel-addsriskWhataresomeexampleswhereeachmethodisbest
CrashCalculationDeterminecrashactivitiesCalculatetotalcost/perunitworkEnsureimpactonCriticalPathisknown
CrashDiscussionSelectSW2DaysEndStartSelectHW4DaysPurchaseSW3DaysPurchaseHW4DaysWhatisthecriticalpath?Desiredimpact-compresstheschedulebytwodaysOption1-addcontractor(SSW)-$1000saves2daysOption2-addcontractor(PSW)-$3000saves2daysOption3-addcontractor(SHW)-$5000saves2daysOption4–addcontractor(SHW)-$3000saves1dayOption5-addexternalresources(PHW)-$2000saves1day
FastTrackExerciseIDTaskDurationPred1.SelectSoftware2weeks-PurchaseSoftware3weeks1SelectHardware3weeks-PurchaseHardware3weeks3CreateTestCases3weeks-TestSoftware2weeks2,4,5IntegrateSystem3weeks6RunSystemTest2weeks7RunUserTest2weeks9Youhadcommittedtoa13weekcycle.Noadditional$$areavailable.Whatareoptionstomeetyour13weekcommitment.
UsingTheEnergyCycleWhatarefivecommonregularactivitiesthatyourteamalwaysdoes?ForExampleTeammeeting,writingweeklyreport,updateprojectplan…
TheEnergyCyclePeakPerformanceDays–Wed,Thurs
ApplyingTheEnergyCyclePeakPerformanceDays–Wed,Thurs
ArrivalEngagementAcceptanceRe-entryMORALE+-TimeThisiswhereyouaregettingEstimatesTheMoraleCurve
ITChallengesTeammeetingsinmiddleofthenightExhaustionfeedsCreativity–NOT/MaybeCreativeSolutionscomeatCreativetimesMotivationofyourTeam–Thingsarealwaysneeded‘yesterday’Whataresomechallengesyouhaveencounteredinyourworkplace
ProjectControl??????????
ProgressQualityCyclePLANDOCHECKACT
PLANDOCHECKACTMaintenancePLANDOCHECKACTImprovementPLANDOCHECKACTInnovationPLANDOCHECKACTImplementationProgressContinualImprovementProcess
TheNine‘ilities’Characteristicsandattributesthatdescribetheform,fitandfunctionofaprojectorsystemPerformanceisoftenformallyevaluatedandcomparedusing:ProducabilityUsabilityReliabilityMaintainabilityAvailabilityOperabilityFlexibilitySocialAcceptabilityAffordability
UnitPricePresetamountperunitworkMayhaveceilingContractTypesFirmFixedPrice(FFP)WellDefinedProductFixedPrice+Incentive(FPI)EarlyDeliveryIncentiveCostReimburseActualCostsCostPlusIncentiveFee(CPIF)CostPlusFixedFee(CPFF)CostPlusPercentageofCost(CPPC)DirectCosts-projectspecificIndirectCosts-overhead/shared
DecidingtheRightApproachInyourteamsDecidewhichcontracttypeisthebesttoputintoplaceforaprojectmanager?
ITChallengesLearningthe‘real’rolesConfidenceinyourteamdictatesthequalitymeasuresrequiredIntegrationManagementWhataresomechallengesyouhaveencounteredinyourworkplace
ProjectControl
ProjectSponsor’sRoleSaleseffortsContractnegotiationsToplevelclientrelationshipsAssistsPMincreatingmomentumParticipatesinprojectsteeringcommitteeMaintainshighlevelprojectviewSetsprioritiesInterpretscompanypolicyAssistsinmajorproblemresolutionProjectrepforexecutivemanagementMeetscorporateobjectives
ProblemSponsorsExtensiveprojectmanagementexperienceallowsthemto‘getinvolved’,micromanagementNoprojectmanagementexperiencedoesnotallowthemtoseethebigpicture,interactions,synergyoftheteam
PerformanceReportingVarianceAnalysiscomparisonofplannedv.s.actualcostandschedulevariancemostcommonvarianceinscope,quality&riskalsoimportantTrendAnalysisexamineprojectresultsovertimeEarnedValueAnalysisintegratesscope,cost&scheduleIncludesthreevalues:BCWS,AWCP,BCWPAndfourmeasures:CV,SV,CPI,SPI
ChangeControlBoard(CCB)Aformallyconstitutedgroupofstakeholdersresponsibleforapprovingorrejectingchangestoprojectbaselines-Reference:PMBOK™Guide,1996.Ch.5
ConfigurationControlConfigurationManagement-agenericprocessBaselineIDimpactofproposedchangesApprove/denychangesPropagatethechangeMonitor&controlupdatedbaselineDesignControlDocumentControlAcquisitionControlSpecificationControlControlSystems
ControlSystemsChangestothebaselinearecontrolledinastructuredmannerChangesareidentified,defined,evaluated,coordinated,andapprovedbeforeimplementingthechangeChangestothebaselinearedocumented
=RememberyourImpact
CostofQualityPreventionCostsTraining,ProcessStudies,Surveys,QualitySystemImplementationAppraisalCostsInspection&Testing,maintenanceoftestequipment,costoftestreporting,designreviews,peerreviewsInternalFailureCostsRework,Repair,Reject,Scrap,latefees,inventory,documentationExternalFailureCostsWarranty,FieldSupportPersonnel,Recall,CallCenter,LossofGoodwill,LegalExposureMaintenanceCostCapitalcostofequipmentConformancev.s.Non-Conformance
CostTypeShouldBeActualPrevention7010Appraisal1535External57Internal1048Costas%Sales3-5%12-20%CostofQuality
ITChallengesRealizationIbelongtomorethanoneteam,andneedtocareabouteachteamMyprojectisaffected/controlledbyothers,andviceversa…KeepinganorganizationallevelcommitmentWhataresomechallengesyouhaveencounteredinyourworkplace
MultipleProjectChallenges
HandovertoOperations
SmoothTransitiontoOperationsTHEPROJECTOPERATIONSTHEPROJECTOPERATIONSIdeallyRealisticallySowhendoestheprojectend?
InvolveOperationsinyourProjectNOTyourProjectinOperationsTHEPROJECTOPERATIONSPhaseOutOldPhaseintheNewMarketTheNewPurchaseNewComponentsWhyDon’twedothis?IncreaseMilestonesatphasein
ITChallengesFinishedprojectearly–hadtowait7monthsFinishedprojectearly–costorganization$$CostDrivers–intechnicalorganizationshigher%ishardware,components,suppliedpartsWhataresomechallengesyouhaveencounteredinyourworkplace
Dan’sLifeCycle(1)Findouthowwegothere–whatexists(documents)Whoismysponsor/approval(onename)Findoutwhathasbeencommitted(dates,$$)-constraintsDevelopHighLevelPlan(TopLayer(s)WBS)GoGetFunctionalareasinvolvedAssignWBSLegs–askforestimatesCreateaManagementPlanCreateProjectPlanGetconcurrencefromSponsorHoldKickOffMeeting(2Days)Showwhyprojectkeytoorganizationssuccess(Exec)TalkaboutmymanagementphilosophyFunctionalAreaspresenttheirplansHoldRiskAnalysissession
Executetheplans(CommunicationsManagement)MonitorRisksMonitorContingencyUseMainpointofcontactforSponsorProvide‘Outside’viewoftheprojecttoallstakeholdersConflictResolution–teamfunctionalareasCloseofftheproject(administration)HoldaLessonsLearnedsessionEnsureteamgetrecognitionCelebrationLetterstofunctionalmanagersDan’sLifeCycle(2)
References
BackupExercises
CalculatingSlack-Example022881181304131717171717141713178132802913A2DaysEndStartD4DaysC3DaysE4DaysF5DaysA2DaysEarlyStartEarlyFinishLateFinishLateStartB6Days
SelectSWPurchaseSWSelectHWPurchaseHWCreateTestCasesTestSoftwareIntegrateSystemRunSystemTestRunUserTestXXXXXXXXXXXXXXXXXXXXXXX
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。。18:53:3618:53:3618:5312/17/20216:53:36PM11、以我独沈久,愧君相见频。。十二月-2118:53:3618:53Dec-2117-Dec-2112、故人江海别,几度隔山川。。18:53:3618:53:3618:53Friday,December17,202113、乍见翻疑梦,相悲各问年。。十二月-21十二月-2118:53:3618:53:36December17,202114、他乡生白发,旧国见青山。。17十二月20216:53:36下午18:53:36十二月-2115、比不了得就不比,得不到的就不要。。。十二月216:53下午十二月-2118:53December17,202116、行动出成果,工作出财富。。2021/12/1718:53:3618:53:3617December202117、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。。6:53:36下午6:53下午18:53:36十二月-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。。18:53:3618:53:3618:5312/17/20216:53:36PM11、成功就是日复一日那一点点小小努力的积累。。十二月-2118:53:3618:53Dec-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。。18:53:3618:53:3618:53Friday,December17,202113、不知香积寺,数里入云峰。。十二月-21十二月-2118:53:3618:53:36December17,202114、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20216:53:36下午18:53:36十二月-2115、楚塞三湘接,荆门九派通。。。十二月216:53下午十二月-2118:53December17,202116、少年十五二十时,步行夺得胡马骑。。2021/12/1718:53:3618:53:3617December202117、空山新雨后,天气晚来秋。。6:53:36下午6:53下午18:53:36十二月-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。18:53:3618:53:3618:5312/17/20216:53:36PM11、越是没有本领的就越加自命不凡。十二月-2118:53:3618:53Dec-2117-Dec-2112、越是无能的人,越喜欢挑剔别人的错儿。18:53:3618:53:3618:53Friday,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-2118:53:3618:53:36December17,202114、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20216:53:36下午18:53:36十二月-2115、最具挑战性的挑战莫过于提升自我。。十二月216:53下午十二月-2118:53December17,202116、业余生活要有意义,不要越轨。2021/12/1718:53:3618:53:3617December202117、一个人即使已登上顶峰,也仍要自强不息。6:53:36下午6:53下午18:53:36十二月-21MOMODAPOWERPOINTLoremipsumdolorsit,eleifendnullaac,fringillapurus.Nullaiaculistemporfelisamet,consecteturadipiscingelit.Fusceidurnablanditutcursus.感谢您的下载观看专家告诉
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