HP公司项目管理资料下载-项目管理
APQP-GEELY FE-3HP项目开发计划及APQP推进计划
30 10 20 30 10 20 30 10
TG2数据 冻结
2D图纸
样件到位 01/10
PR1装配 完成 1/30
PR2 样件
PR2装配 完成 4/30
EP1 样件
EP1装配 完成 11 -14 12 -13 1 -12 2 -11 3 -10 4 -9 5 -8 6 -7 7 -6
PR1 样件到位 01/10
输出文件
零部件签收单 零部件签收单 零部件签收单 零部件签收单
Plan Act. Plan Act. Plan Act. Plan Act. Plan Act. Plan Act. Plan Act. Plan Act. Plan Act. Plan Act. Plan Act. Plan Act. Plan Act. Plan Act. Plan Act. Plan Act. Plan Act. Plan Act. Plan Act. Plan Act. Plan Act. Plan Act. Plan Act. Plan Act.
Plan Act. Plan Act. Plan Act. Plan Act. Plan Act. Plan Act. Plan Act. Plan Act. Plan Act. Plan Act. Plan Act. Plan Act. Plan Act. Plan Act. Plan Act. Plan Act.
项目代号 归属系统 产品名称
FE-3HP
SOP时间 供应商 供应商代号
20170331
产品编号 产品开发类型 一轨
供应商地址 开发分类
项目内容
FE-3HP项目大节点计划（GEELY提供
项目开始
供应商开发节点计划(案例,需要供应商填写完善）
关键链项目管理
看来, 项目管理要有新思路。
2.关键链
• Goldratt将约束理论应用于项目管理领域, 于 1997年出版了著作《关键链》, 提出了关键链 项目管理(Critical Chain Project Management, CCPM)方法。
缓冲管理方法值得研究的问题
• 与传统资源受限项目管理方法不同, CCPM引 入了缓冲的概念, 通过插入缓冲来吸收项目中 的不确定性以保护关键链, 保持项目基准计划 的稳定。同时, 通过对缓冲的管理来监控和管 理项目的执行。
• 在一个项目中, 特别是在具有高度不确定性的 项目环境中, 缓冲的估计、设置和控制对于成 功应用CCPM, 确保项目按时完工和提高项目 管理绩效, 都至关重要。因此, 缓冲管理成为 CCPM最核心的内容之一 。
• 学生症候状（Student Syndrome）； • 帕金森定律（Parkinson’s Law ）: 提早完成不报
告。 • 会将应对不确定性的安全时间浪费掉，使得工程项
目仍然不能按期完工。
➢ 这些因素对项目的执行与控制有什么影响呢？ ➢ 通过项目的执行与控制模拟游戏来验证。
所以:
• 参与项目的人认为, 各个作业准时完成是整个项目 准时完工的前提。为了保证各个作业准时完成, 在 预估作业时间时会加入安全时间。但是, 由于帕金 森定律和学生症候状, 造成安全时间浪费掉, 项目 延迟。
5
W8 M8
C10 PB 17
CCB
G5 B5 FB M8
5
W8 M8
C10 PB 17
多项目关键链排程模拟游戏
HP主机存储及系统软件维保服务项目项目实施方案
HP主机存储及系统软件维保服务项目项目实施方案项目实施方案：HP主机存储及系统软件维保服务项目一、项目背景随着企业信息化的不断推进，服务器和存储设备已经成为企业基础设施中不可或缺的一部分。
为确保这些设备的稳定运行和及时维修，我们决定引入HP主机存储及系统软件维保服务项目。
本项目旨在提供全面的维护服务，包括设备的日常保养、故障排除和软件升级等方面的支持。
二、项目目标1.提供全天候的设备维护支持，确保设备的稳定运行和高可用性。
2.提供快速响应的故障排除服务，保证设备的可靠性和业务的连续性。
3.提供定期的软件升级和安全补丁更新，保障设备的数据安全性。
三、项目内容1.设备巡检和保养：定期巡检设备的硬件和软件状态，确保设备的正常运行和可用性。
包括检查硬盘、内存、电源、网络连接等组件的工作状态，并按需更换损坏的部件。
2.故障排除和维修：提供远程和现场的故障排除和维修服务，根据设备的问题进行快速的响应和处理。
对于无法通过远程方式解决的问题，将派遣技术人员到现场进行维修或更换设备。
3.软件升级和安全维护：定期对设备的操作系统和软件进行升级和更新，以确保设备始终处于最新的安全状态。
同时，及时发布安全补丁，修复可能存在的漏洞和风险。
4.问题记录和报告：记录设备维修过程中的问题和解决方案，并生成详细的报告。
根据报告分析问题的根源和频率，提供相应的改进建议。
四、项目实施步骤1.需求确认和规划：与客户进行详细的需求沟通，确认项目的具体要求和时间计划。
2.设备信息收集：收集客户设备的相关信息，包括品牌、型号、配置等。
3.项目准备：根据设备信息准备相应的维保工具、设备备件和维保手册。
4.项目启动：与客户签订合同，正式启动项目。
5.设备巡检和保养：按照计划对设备进行巡检和保养，记录设备状态和问题。
6.故障排除和维修：根据设备故障的严重程度，提供相应的故障排除和维修服务。
7.软件升级和安全维护：定期对设备进行软件升级和安全维护，并发布安全补丁。
项目管理——WBS分解模板
For HP Internal Use OnlyBenefitsHWork Breakdown StructureA hierarchical list of project tasks, with deliverables and owners.The foundation for a realistic project schedule; divide and conquer More comprehensive identification of tasks; reduce surprisesGreater commitment from team members who help define the work to be doneDevelop the initial Work Breakdown Structure (WBS) after the project objectives have been established,and prior to estimation and scheduling for the project. Revise the WBS, as planning and execution proceeds,to keep the WBS accurate and current.1.Prepare and review.2.Identify all anize the tasks.4.Document and update.1.Prepare and review.ParticipantsArrange for all p roject p ersonnel to meet and review the p roject information. Include cross-functional representatives, members of support groups, and people who may become involved in the future. Consider including customers. Obtaining early participation of all involved parties will develop their commitment to the project and help to ensure that all tasks are identified.Logistics The WBS generation may take several hours (for projects lasting only a few weeks) to several days. Bring Post-it TM notes, project documentation, and WBSs from previous similar projects.Review Review the project mission , project vision , project objectives, life cycle , product definition success factors ,and decision priority list . Clearly state the user problem(s) you are to solve, with acceptance criteria.PartitionFor large projects, or projects with de-facto structure, pre-defining categories of work may make brainstorming tasks easier. If there are too many people, break into smaller groups (of 12 or fewer).2.Identify all tasks.History Use WBSs, project documents, and retrospective analyses of past projects to aid identification of all tasks.BrainstormUse flip charts and Post-it TM notes. Use one Post-it TM note per task. Brainstorm all tasks that must be done to meet the project objectives. Strive for as complete a set of tasks as possible. Include key project management tasks and any training, integration, and testing activities. Identify missing tasks that must come before or after tasks already identified. Capture your assumptions for later analysis.SubdivideLook for long tasks and subdivide them into shorter tasks, typically between 2 and 20 days. Subdivide tasks until you can develop adequate estimates of effort. Do not break down tasks to durations less than you are willing to track.DescriptionsDescribe lowest level tasks concisely, using verb-noun form (examples: test cables, conduct customer visit).anize the tasks.Deliverable Identify one (or more) deliverable for each lowest level task. For each deliverable, specify the acceptance criteria (standard of performance).OwnerIdentify one owner for each lowest level task. Seek capable, motivated owners. The person managing the project remains responsible for all tasks without an owner. Give owners a list of their tasks. Software tools can generate task lists according to different criteria, for example, by owner, by critical tasks, etc.WhenProcessSummaryCopyright © 1998 by Hewlett-Packard Co. (9/98)Available fromPPO ORDERCategorizeAfter identifying all tasks, group the tasks into major categories of work. Rearrange Post-its TM to show structure similar to Figure 1. Ensure that the lower levels tasks fulfill all the expectations at the next higher level. Select major work categories and consider alternate groupings. For example: life cycle phases (investigation, development, prototype, manufacturing, etc.) product functions (interfaces, data storage, printing, etc.) engineering discipline (software, electrical, mechanical, etc.)functional organizations (R&D, marketing, quality, manufacturing, etc.) geographical locations where tasks are done.Trying different WBS organizations may lead to better understanding, easier communications, or more thorough task identification. The WBS may be represented graphically or as indented text.(See Figures 1 and 2.) The number of WBS levels will vary according to the complexity and size of the project.The WBS will usually be easier to understand if summary tasks break down to seven or fewer subtasks.4.Document and update.Document Keep the current WBS with the project documents. Create a WBS dictionary that contains, at least, for each task: a description of the work, a deliverable, the acceptance criteria, assumptions, and the owner.UpdateRevalidate and revise your WBS over the life of the project. The WBS should be updated whenever additional tasks are identified. Review for completeness, at least quarterly.The current references for this ActionSheet are on the web-based version. See index at /pmi/actionsheetsFigure 1. A Hierarchial Tree Example of a WBS Groupedby Functional OrganizationGrouped by Product FunctionsReferencesBooks:Stuckenbruck, Linn C. 1981. The Implementation of Project Management: The Professional s Handbook. Perseus Press.ISBN Number 020*******.Courses:Project Management Fundamentals. Project Management Initiative. Contact the PPO Registrar at (TN/650) 857-5165 or your local site training coordinator.。
HP公司项目管理资料下载-项目管理
W a r r a n t y P h a s e
S e l e c t i o n P h a s e
I m p l e m e n t a t i o n P h a s e
HP Restricted
IntlnoA4 (Versiont dissatisfaction and low profitability are issues in many projects
HP Restricted
S u p p o r t P h a s e
I n i t i a t i o n P h a s e
P l a n n i n g a n d P r o p o s a l
HP Restricted
S u p p o r t P h a s e
I n i t i a t i o n P h a s e
P l a n n i n g a n d P r o p o s a l
P h a s e
W a r r a n t y P h a s e
S e l e c t i o n P h a s e
Key role in selling process -- qualifying project and recommending GO / NO GO
Assesses and manages risk during selling and delivery process
Manages project team during the project
P h a s e
W a r r a n t y P h a s e
S e l e c t i o n P h a s e
项目管理-项目设备配置要求 精品
14
网管机
IBM
IBM ThinkPadX41 252568C
处理器类型:Pentium-M 758\标称主频(MHz):1500\标准内存容量(MB):512\硬盘容量(GB):40\显示屏尺寸(英寸):12.1\重量(kg):1.23，增外置DVD
1
1
新增IBM服务器原装1G REG PC3200 ECC DDR2内存
1
惠普
HP Proliant DL380 G4 (Xeon 3.4GHz/1GB)
标准服务器，主板芯片组Intel E7520，软驱1.44MB 3.5英寸，光驱24X CD-ROM，主板扩展插槽（个）3，支持操作系统Windows2000，NOVELL；处理器类型Intel Xeon，标称主频（MHz）3400，CPU核心Nocona，标配处理器数量1，最大处理器数量2，处理器缓存（KB）1024，处理器外频（MHz）200；内存类型ECC DDR2，标准内存1GB，最大内存12GB；硬盘类型SCSI，随机硬盘容量（GB）73GB*2，，热插拔硬盘支持，SCSI控制器Ultra 320 SCSI，IDE控制器Ultra ATA 100；网卡类型/数量10/100/1000M自适应以太网卡*2；冗余电源，电源数量1，具备双硬盘RAID卡功能。
2
新增DELL服务器原装2GBECC DDR2 SDRAM内存
2
DELL服务器原装15寸CRT显示器、键盘、鼠标
1
2
磁盘阵列
IBM
IBM TotalStorage DS400
最大存储容量(GB) 10000，平均传输率(MB/s) 2048，硬盘转速(rpm) 10000、15000，高速缓存(MB) 256MB, 1GB (Single), 512MB, 2GB (Dual)，平均无故障时间（MTBF）（小时）1000000，操作系统支持Windows 2000, Windows20XX, Linux, Netware，外接主机通道2*2G FC，RAID支持0, 1, 5, 10, 50，单机磁盘数量(个) 14，内置硬盘接口Ultra320 SCSI，认证CE,FCC；IBM ServeRAID manager，2×HBA卡。
HP公司项目管理资料下载-项目管理
S u p p o r t P h a s e
I n i t i a t i o n P h a s e
P l a n n i n g a n d P r o p o s a l
P h a s e
W a r r a n t y P h a s e
S e l e c t i o n P h a s e
I m p l e m e n t a t i o n P h a s e
HP Restricted
IntlnoA4 (Version 3 / 2-Apr-1999) Page 9
Projects are a major contributor to our profitability
Clients perceive our Project Management as one of HP's competitive advantages
The Project Manager is perceived as a highly desired job within HP with clear authority and responsibility to make projects a success
I m p l e m e n t a t i o n P h a s e
project
Does NOT mean that Project Manager is the most important entire HP Team is important for project success
S u p p o r t P h a s e
W a r r a n t y P h a s e
S u p p o r t P h a s e
HP-ITSA方法论及实例v1.1
一、HP ITSA 方法论
中国移动业务支撑网网管系统咨询项目是一个自上而下的咨询梳理过程，由于项目实施周期 短、范围大，要想充分理解和完成集团公司的五化的要求。无论在咨询梳理环节、还是系统规划建 设环节，惠普公司都认为应在咨询服务实施过程中，保证具有良好素质的人员参与、先进的方法理 论模型支撑。鉴于惠普公司在大型咨询项目实施过程中积累的经验，建议在本项目中使用成熟先进 的 ITSA 方法论。 以 ITSA 方法论为核心进行架构设计咨询梳理， 可以保证用户大型项目实施的规范
1 概述
惠普公司 HP Global Method for ITSA(IT Strategy and Architecture)是业务驱动解决方案设计的 一种方法理论。帮助用户创建一个合理的步骤从商业的需求和机会方面入手，去进行解决方案的设 计、实施、开发与管理。同时创建的解决方案和业务需求可以更加清晰的、明确的而且相互结合， 从而证明业务的价值： － 根据客户的的业务情况 （客户不需要调整客户的问题去适应套装的软件和解决方案） － 提供一种针对客户公司独特竞争优势的能力 － 影响实施的项目参与各方更早的和持续的达成共识和承诺 － 帮助客户为了减缓风险和识别风险而建立的一种战略 项目参与各方驱动的方法 ITSA 惠普全球方法论是指导一个项目参与各方驱动的方法论， 通过创造一种结构化的路线图去 帮助各方实现一个成功的解决方案。它来自于该领域二十多年的行业经验。通过使用 ITSA 方法论， 惠普服务咨询可以帮助客户开发符合客户自身业务目标的可靠的解决方案架构。我们的项目成功经 验不断的说明了这些。 当前行业中成功的项目的统计数字在 30％左右，通过在项目开发中使用 ITSA 方法论客户可以 获得更高的成功比率。这是因为方法论成功在于关注了那些传统项目没有关注的严重的和很重要的 问题。 ITSA 不同于许多其他的架构设计方法论，它明确的描绘了客户的业务需求和业务需求的上下 文关系，并且通过架构的定义和约束来关注这些。这样使各种架构模型成为一种可能，如去驱动一 个最低限度可完成的架构等等。包括了必须的和足够的信息，正如提供者说的“你想要做的一切和 不得不做的一切” 。虽然大多数架构设计方法论是基于全景视图和原理的概念，ITSA 结构提供的联
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Sr ut p p o P h a s e
Pn ln ag n i a rs np do Pa ol P h a s e
W at ry r a n P h a s e Il e i m to pnn e a m t P h a s e
Si eo lt en c P h a s e
Pn ln ag n i a rs np do Pa ol P h a s e
W at ry r a n P h a s e Il e i m to pnn e a m t P h a s e
Si eo lt en c P h a s e
HP Restricted
IntlnoA4 (Version 3 / 2-Apr-1999) Page 9
Ia no it ti i n P h a s e
Applying FocusPM
Pn ln ag n i a rs np do Pa ol P h a s e
Sr ut p p o P h a s e
for
Managers
W at ry r a n P h a s e Il e i m to pnn e a m t P h a s e Si eo lt en c P h a s e
IntlnoA4 (Version 3 / 2-Apr-1999) Page 5
Ia no it ti i n P h a s e
Project Management Initiative
Objective 1:
Sr ut p p o P h a s e
Pn ln ag n i a rs np do Pa ol P h a s e
W at ry r a n P h a s e Il e i m to pnn e a m t P h a s e
Si eo lt en c P h a s e
Responsible for profitability (scope / terms & conditions / cost / schedule) of project Key role in selling process -- qualifying project and recommending GO / NO GO
HP Restricted IntlnoA4 (Version 3 / 2-Apr-1999) Page 6
Ia no it ti i n P h a s e
Role of Project Manager
Sr ut p p o P h a s e
Pn ln ag n i a rs np do Pa ol P h a s e
Si eo lt en c P h a s e
Have sole accountability for profitability of projects
Have a major responsibility in the selling process
Have authority to be the only manager of project delivery
W at ry r a n P h a s e Il e i m to pnn e a m t P h a s e
Pn ln ag n i a rs np do Pa ol P h a s e
W at ry r a n P h a s e
Si eo lt en c P h a s e Il e i m to pnn e a m t P h a s e
Today's Topics
Project Management Initiative History of Development Content and Strategy Required inputs to FocusPM Key Business Points Methodology Overview Benefits of FocusPM Why choose HP? It will change the way we do business." Jim Sherriff
Sr ut p p o P h a s e
Pn ln ag n i a rs np do Pa ol P h a s e
W at ry r a n P h a s e Il e i m to pnn e a m t P h a s e
Si eo lt en c P h a s e
Different result while delivered by different PM ( even excellent)
Major relationship with CBM, CBL & Principal Consultant in presales Drives the success of the project
HP Restricted IntlnoA4 (Version 3 / 2-Apr-1999) Page 7
HP Restricted IntlnoA4 (Version 3 / 2-Apr-1999) Page 3
Ia no it ti i n P h a s e
Future State
Sr ut p p o P h a s e
Pn ln ag n i a rs np do Pa ol P h a s e
The Project Manager is perceived as a highly desired job with HP with clear authority and responsibility to make projects a success Using a single global methodology and tools contribute to successful projects
HP Restricted IntlnoA4 (Version 3 / 2-Apr-1999) Page 8
WORLD-WIDE PROJECT MANAGEMENT MEi n P h a s e
Ia no it ti i n P h a s e
Knowledge capture and reuse greatly increase the effectivenes of our Project Managers
HP Restricted IntlnoA4 (Version 3 / 2-Apr-1999) Page 4
Ia no it ti i n P h a s e
Project Managers use methodologies inconsistently Best practices are not captured, shared, or reused The Project Manager's role, responsibility and authority are not clearly defined Client dissatisfaction and low profitability are issues in many projects
Assesses and manages risk during selling and delivery process
Manages project team during the project
Manages relationship between clients and HP / partners / subcontractors
History of Development
Ia no it ti i n P h a s e
Sr ut p p o P h a s e
Pn ln ag n i a rs np do Pa ol P h a s e
Project Managers asked for a more professional methodology for planning and implementing projects
W at ry r a n P h a s e Il e i m to pnn e a m t P h a s e
Si eo lt en c P h a s e
Projects are a major contributor to our profitability Clients perceive our Project Management as one of HP's competitive advantages
HP Restricted IntlnoA4 (Version 3 / 2-Apr-1999) Page 2
"FocusPM:
Ia no it ti i n P h a s e
Current State
The size and complexity of solution projects have been consistently growing
Clearly define role and authority as well as measures, rewards, and scoping of Project Managers
Objective 3:
Rapidly enhance our Project Management capability through development and hiring