项目管理PROJECTTEAMMEMBERWORKSHOP.docx

1、项目管理PROJECTTEAMMEMBERWORKSHOPDATACOM Information Technology LimitedWELCOMETO項目管理PROJECT TEAMMEMBER WORKSHOPA TWO DAY WORKSHOPThis workshop has been specifically designed to help you understand the essential principles of project management as a member of a project team and introduce you to a consist

2、ent process for managing any type of Project in the Organization. The process is an integral part of the PROGRAM METHODOLOGY. Our objective is to ensure all programs and projects are effectively managed and reviewed to achieve success and delight our customers every time with on-time completion.The

3、workshop includes a case study to give you an opportunity to apply the techniques included in the methodology WORKSHOP OBJECTIVES工作室目的Understand Roles & Responsibilities明白職分及責任Understand team member role明白團體職分Learn the Methodology 學習方法 Project definition 項目定義 Project planning & scheduling 項目計劃及排程 Pr

4、oject execution 頂目實施 Project closure 項目完結Learn the techniques to use學習技術盡量利用Contributing to success達致成功ESTIMATING FACTORS估計因素 SIZE EFFORT DURATION= WORK DAYS 大小 努力 期間=工作日數 CALENDAR TIME 日曆時間EFFORTDURATIONSCHEDULE努力期間進度表INPUTS輸入Historical data過往資料Experience & skills經驗及技巧Expert view專家意見BIAS? BIAS?偏見?

5、偏見? SIZE 大小 Critical Path Method PERT計劃評審技術-PERT邏輯基礎-依賴性BASED ON LOGIC-DEPENDENCY3 TYPES:三種類 Finish to Start完結到起始 Start to Start paired 起始到起始配對 Finish to Finish paired完結到完結配對CRITICAL PATH THE LONGEST PATH計劃評審-最長要徑-LEAST FLEXIBLE-最低靈活性Any slippage extends the Total Project Time TPT任何小疏忽加長總項目時間CAREFUL

6、: Compressing the schedulecan change the Critical Path警告:壓縮排程能夠改變要徑CPM-PERT TERMSForward Pass- Early START and FINISH 前進-早開始及完成Backward Pass-Late START and FINISH 後退-開始及完成TOTAL FLOAT-搖擺SPARE TIME IN AN ACTIVITY分配時間於各種活動INCLUDES FREE AND INDEPENDENT FLOAT包括自己反依賴性的搖擺CRITICAL ACTIVITY-ZERO FLOAT BY重要活動

7、-零的搖擺DEFINITION-IT CAN BE FORCED!定義-能夠強行OTHER RELATIONSHIPS其他關係 4dLEG GAP- A forced delay between tasks 2dLEAD LEEWAY-A forced start of thesuccessor before completion of thepredecessorErrors in LogicBOTH BREAK THE LOGIC OF THE NETWORK錯誤使綱絡理論停止運作 THE LOOP 循環 THE DANGLE 搖擺不定REVIEW THE PROJECT DEFINITI

8、ON檢討計劃的定義Does the plan: 計劃 meet critical dates for deliverables? 在重要日子傳遞訊息 clearly meet interface dates? 清楚相約其他日子OPTIMISATION INVOLVES: 理想計劃包括 understanding the conflicts 明白衝突的地方 analysing priorities 分析優先次序 deriving options 削去不必要選擇 selecting the best realistic option 選取最真實性的決擇 seeking stakeholder ag

9、reement 尋找投資者的同意書 revising plans 重溫計劃的內容 communicating to everyone 與其他人交換意見TRADE-OFFS & OPTIMISATIONTAKES TIME TO GET THE BESTSOLUTION選擇性及樂觀性用時間來獲取最好的方案OPTIMISING TRADE-OFFS樂觀性的選擇POSSIBLE ACTIONS: 可行方法Re-evaluate dependencies 重新評估依賴性Review relationships 回顧各種關係Introduce Lags and Leads-with care! 小心地引

10、申拉引行為Split activities for concurrency 分散工序,保持合作性Review duration 檢討各工作時間Review contingency time檢討一貫時間所需Re-assign resources 重新分配資源Utilise the Total Float times 盡量利用所有空間時間Reduce peak loading levering 減少極大壓力-平衡Seek more resources? 尋找更多資源Increase resource capacities 增加資源地位Avoid re-invention 防止再發明其他選擇Redu

11、ce Scope/specifications? 減少分工合作EVALUATE THE IMPACT 評估影響所及Use what-if analysis 如果用作為分析Review Project Risks 檢討其冒險機會Customer acceptance 客人接受機會OPTIMISING & RECOVERY PLANNING INSIDE A KEY STAGE樂觀化及恢復計劃是一個重要階段 DEVELOP WHAT IFs 發展空間REDUCE THE OPTIONS 減少選擇機會RECOMMENDED ACTIONS 推介行動 SEEK PROJECT LEADERAPPROV

12、AL計劃得到組長應允BEFORE YOU MODIFY THE PLAN在改變原定計劃之前COMMUNICATE THE PLAN CHANGES TO THOSE DOINGTHE PROJECT WORK向有關工作人員解釋新計劃的改變SECURE RESOURCE COMMITMENTS保障資源承諾The Key Stage Owner 重要階段的擁有人The Resource 資源The Functional Manager 功能組別經理ALL PARTIES MUST SIGN UPPROJECT LEADER APPROVES參與者必須簽署待組長審閱REVIEW THE RISK L

13、OG檢討有危機的地方ASK: 問Have any changed rankling? 何種改變, 使人痛心Any ,moved to HIGH? 何事轉為高危事件Any risks identified from planning? 何種危機被計劃所確認Check the plan for areas of risk;檢查計劃裹有危機的地方Tasks on the Critical path 重要關鍵時刻Tasks with long durations 長遠計劃Tasks dependent on third parties 依賴第三者Lags and Leads 落伍及前衛Complex

14、tasks 繁複的工作Tasks using new technology 新科技應用Tasks with little float 搖擺不定Do not remove risks from the LOG, only remove the ranking不要將風險在日誌中除掉,只有除掉次序優先IDENTIFY ISSUES PROMPTLYACTION TO RESOLVE IS A PRIORITY定時確認危機優先採取行動解決The Project Leader must recordall issues.計劃組長必須記錄所有論點ISSUES ARE RATED: 論點分類RED-MAJO

15、R-Escalated to Project Members紅色-主要-擴大到項目人員YELLOW-SERIOUS-Escalated to Sponsor黃色-嚴重-擴大到資助人GREEN-MINOR-Escalated to Project Leader綠色-次要-擴大到組長ACTION PLANS ARE ESSENTIAL行動的重要性Was it a RISK? 危機What is the consequence? 結果What options are available? 可供選擇What actions are recommenced? 建議採取行動Who is responsib

16、le for implementation?誰可執行SET THE BASELINE PLAN設定計劃的底線FIXES THE PLAN固定計劃BASIS OF PROGRESS量度工作MEASUREMENT進度底線ESTABLISHES CLEARLYVISIBLE TARGETS設立清楚可見的目標AGREES A MEETINGSSCHEDULE同意會議時間表ESTABLISHES REPORTING & CHANGE PROCESSES建立報告及轉變程序REPORTING PROGRESS 進度報告COMMUNICATION IS VITAL TO SUCCESS人與人溝通是成功的因素K

17、EY STAGE OWNER-REPORT STATUS AT FREQUENCYSET BY PROJECT LEADER.重要階段段的持有人週期性報告工作進度由組長設定FOCUS: 焦點MILESTONES ACHIEVED 里程碑建造MILESTONES DELAYED 里程碑延誤ACTIONS TO CORRECT SLIPPAGE 改善散漫態度FORECAST OF COMPLETION 預測完成日期ISSUES OUTSTANDING 尚未解決議論ANTICIPATE RISKS & ISSUES預見危機及論點THE CHANGE PROCESS 改變程序Significant c

18、hanges MUST be documented and approved重大的改變一定要書面通知,并得到批准Significant change impacts on:重大的改變會沖擊在: deliverables傳達 schedule時間表 costs 成本 resource loadings 資源分配 quality 質量 performance 表現THE PROJECT CHANGE REQUEST 計劃改變FOCUS ON: 焦點放在 benefits of change 利益 impact on cost/schedule/resources影響成本/時間表/資源 priori

19、ty 優先權 increased/reduced risks 增加/減少危機ORGANISE THE LAUNCH組織一個新開始VALIDATE & CONFIRM: 有效及確認 1:1-TEAM MEMBERS & SPONSOR1:1的組員及資助人 PROJECT TEAM-PROGRESS工作小組進度 PROJECT REVIEWS工作檢討 KEY STAKEHOLDERS 主要投資THEN HOLD THE:然後抓緊Monitoring & Tracking Progress 輔助及緊隨工作進度MONITORING 輔助THE CHECKING PROCESS檢查程序COLLECTIN

20、G PROGRESS DATA收集工程資料QUALITATIVE DATA使之為有質數的資料TEAM PERFORMANCES小組表現IDENTIFY VARIANCES確認不同意見REVIEW RISKS檢討危機TRACKING 緊隨ANALYSING THE VARIANCE分析各類意見DEFINING CAUSE尋找原因ESTABLISHING IMPACTEVALUATE OPTIONS評估所有選擇PLAN CORRECTIVE ACTIONS計劃正確行動RESOLVE ISSUES解決方案UPDATE PLAN DOCUMENTS更新各種文件REPORT PROGRESS報告進度CO

21、LLECTING PROGRESS DATA收集工程資料THE GANTT CHART IS LINEAR統計圖表是線形的EFFORT IS .? 努力是?Ask: 問START DATE開始日期EFFORT EXPENDED TO DATE努力漫延至當天EFFORT REMAINING努力仍留下But ALWAYS ask:但通常問?FORECAST TO COMPLETE預測完成日期NOT 否不同意見VARIANCE分析ANALYSIS+ BETTER THAN PLAN效果比計劃好- WORSE THAN PLAN效果比計劃差ANALYSE分析THE CAUSE成因PROJECT SLI

22、PONE DAY AT A TIME!工作散漫 - 一天一次ANALYSE CAUSE:分析成因Fishbone diagrams魚骨圖Why-Why diagrams點解-點解圖ESTABLISH IMPACTRe-assign resources重新分配資源Revise estimates重新估計New estimator!委任新評估人員More effort?更新努力More resource?更多資源Modify plan logic?更新計劃的推論ALWAYS GET OTHERS INVOLVEDIN PROBLEM SOLVING DONT TRYAND DO IT ALONE.

23、不要依賴其他人幫你解決難題, 讓自己解決PLAN CORRCETIVE ACTION計劃正確行動DEVELOP OPTIONS選擇發展USE TEAM EXPERTISE利用小組經驗RECORD ASSUMPTIONS記錄假設CHECK FOR RISKS檢查危險性SELECT BEST OPTION選最好的決擇scope-cost-schedule 內容-成本-時間表DONT SHOOT FROM THE HIP!SOLVE THE PROBLEM-NOT THE SYMPTOMS解決問題并不是問題徵兆CHECK IF:先檢查,如果:- critical path is changed重要性

24、的路徑改變- workloads adversely affected影響工作量- milestones are affected影響里程碑- new HIGH risks exposed新高危展現- cost over-runs introduced成本過高- schedule slippage are controllable工作散漫是可控制的DEVELOP ACTION PLANS:發展挽救行動的計劃- priority order?優先次序- who is responsible?誰可負責- target completion date?目標完成日期- who kept informe

25、d?誰可保持聯絡ESCALATE OUTSTANDING ISSUES擴大不能解決的論點VALIDATE COMMUNICATION PROCESSES有效溝通程序Ensure you maintain effectiveness保証維持高效率Report status and issues promptly定時報告進度及意見Attend team meetings on time準時出席小組會議Have 1:1s with Project LeaderAgree your performance targets認可你的表現目的Anticipate issues預測其他Watch for tr

26、iggers on risks留意每個引發危機的機會Maintain awareness-new risks保持清醒面對新的危機UPDATE THE RISK ASSESSMENT更新危機Review risks regularly that affectyour key stages定時檢討各類危機,將可影響你的成功High risks must be alerted toProject Leader for action planning高危一定要通知組長採取行動Review outstanding issuesand their corrective action plansHighli

27、ght unresolved issues-they do NOT go away!標記不能解決的難題,使之不會遺留Ensure your assigned ACTIONSare completed on time保證你分配的工作準時完成BENEFITS利益DECIDE:決定Which activities/factors哪種行動/原因How measured如何量度S M A R T test機智程度測試Limits of acceptability有限的接受能力USE THE WBS!利用資詢科技DERIVE A HANDOVER CHECKLIST 設計承繼工作檢視表YOUR OBJEC

28、TIVE IS TODELIGHT YOUR CUSTOMER你的目的是取悅你的顧客ACCEPTANCE PROCESS接受程度DEFINE AS EARLY AS POSSIBLEIS IT A KEY STAGE IN YOUR PLAN?在你的計劃中盡早介定是否有關鍵時刻DEFINE:介定WHO ACCEPTS THE RESULTS?誰接受結果WHAT DOCUMENTATION?何種書面通知WHO IS RESPONSIBLE?誰可負責WHAT SUPPORT?什麼形式的支援WHO IS RESPONSIBLE?誰又可負責支援HOW LONG?需多久TRAINNING NEEDS?需

29、要訓練HOW SATISFIED? 怎算滿意RECORD IN PROJECT FILE記錄在計劃檔案Excellence!特別出眾COMES FROMCONTINUOUS IMPROVEMENT來自不斷的改良收集良好的意見COLLECT GOOD IDEAS:新產品New products新的執行New Processes新的程序New ProceduresDONT LOSE THEM!不要遺失ANOTHER PROJECT?第二個工程RECORD FOR LATER INVESTIGATION記錄最新的資料CLOSE-OUT THE PROJECT暫停現有工程PROJECT REVIEW MEETING工程檢討會議 EVALUATION-WHY?評估點解WHAT WENT WELL?什麼進行順利WHAT WENT BADLY?什麼進行不順利WHY?點解An oppo