IT项目管理（英文PPT207 208页

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