项目管理培训手册

Information Technology LimitedWORKSHOP 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Project 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EFFORT ≠DURATION ≠SCHEDULE努力≠期間≠進度表偏見?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S F S F-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警告:壓縮排程能夠改變要徑Forward 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-零的搖擺DEFINITION-IT CAN BE FORCED!定義-能夠強行LEG [GAP]- A forced delay between tasksLEAD [LEEWAY]-A forced start of the successor before completion of the predecessorErrors in LogicBOTH BREAK THE LOGICOF 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 DEFINITION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 agreement 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EVALUATE THE IMPACT 評估影響所及樂觀化及恢復計劃是一個重要階段SEEK PROJECT LEADERAPPROVAL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 TOTHOSE DOINGTHE PROJECT WORK向有關工作人員解釋新計劃的改變保障資源承諾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 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RED-MAJOR-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 responsible for implementation?誰可執行設定計劃的底線‘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 & CHANGEPROCESSES建立報告及轉變程序COMMUNICATION IS VITAL TO SUCCESS人與人溝通是成功的因素KEY 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 尚未解決議論預見危機及論點Significant changes MUSTbe 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priority 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KEY STAGE WORK PLANS 主要階段工作計劃RESOURCE COMMITMENTS 資源承諾MEETINGS SCHEDULE 會議時間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THE PROJECT LAUNCH MEETIN新的工作會議The Project Sponsor工程資助人Key stakeholders 主要投資The Project Leader 組長The Team 組員Monitoring & Tracking Progress輔助及緊隨工作進度MONITORING 輔助THE CHECKING PROCESS檢查程序COLLECTING 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COLLECTING 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 SLIP–ONE 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DON’T 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 informed?誰可保持聯絡ESCALATE OUTSTANDING ISSUES擴大不能解決的論點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 1:1’s with Project LeaderAgree your performance targets認可你的表現目的Anticipate issues預測其他Watch for triggers 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 plansHighlight 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!利用資詢科技設計承繼工作檢視表YOUR OBJECTIVE IS TODELIGHT YOUR CUSTOMER你的目的是取悅你的顧客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?需要訓練HOW SATISFIED? 怎算滿意記錄在計劃檔案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 ProceduresRECORD FOR LATER INVESTIGATION記錄最新的資料PROJECT REVIEW MEETING工程檢討會議WHAT WENT WELL?什麼進行順利WHAT WENT BADLY?什麼進行不順利An opportunity for……另一個良機CONTINUOUSIMPROVEMENT不斷改良檢討計劃的進行Ask questions:常問題目What problems occurred?常見問題How were these identified .. and resolved?如何確認及解決Which procedures worked well?哪個程序順利進行What improvements can be made now?改良方案可即時執行What improvements have been made?改良後的優點REVIEW TEAM &STAKEHOLDER PERFORMANCE檢討組員及投資者表現目的去學習不是責備Review:檢討-management processes管理的進行-team leadership組長領導能力-individual performance個別組員表現-communication processes溝通程況-team working小組工作將學習要點文件COMMUNICATE溝通性GLOBALLY環球性WHAT ACTION IS NEEDED?需要什麼行動?WHO WILL OWN THE ACTIONS?誰可執行?WHAT IS THE TARGET DATE TO COMPLETE?怎樣完成指定目標日期Summary of project performance-概述工程表現good and ‘not so food’好與不好+ Results of Evaluation評論結果+ Recommendations for improvement推介改進方案FINAL SIGN-OFF MEETING最後會議Then然後CELEBRATE Success慶祝成功。