惠普公司项目管理资料英文版)
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项目管理-项目管理知识体系概览英文版-很强大-精品
WBS
Resource Planning
Resource Requirements
Planning
Activity Sequencing
Project Network Diagram Activity List Updates
Schedule Development
Activity Duration Estimation
Initiating Process
Planning Process
Executing Process
Controlling Process
Closing Process
Initiating
Project Management Processes Groups
Planning
Executing Controlling Closing
Resource Planning
Quality Planning
Organizational Comm
Planning
Planning
Risk
Procurement
Identification Planning
Project Plan Execution
Scope Planning
Activity
Quality Improvement Acceptance Decisions Rework
Completed Checklists
Process Adjustments
Contract Administration
Contract
Correspondence Contract Changes Payments Requests
惠普公司项目管理资料(英文版)
PM's are Empowered to:
Have sole accountability for profitability of projects
Support Phase
Initiation Phase
Planning and Proposal
Phase
Warranty Phase
Implementation Phase
Support Phase
Initiation Phase
Planning and Proposal
Phase
Warranty Phase
Implementation Phase
Selection Phase
Incorporates HP best practices
Provides rigor and detail in the planning phases
Support Phase
Initiation Phase
Planning and Proposal
Phase
Warranty Phase
Implementation Phase
Selection Phase
"FocusPM: It will change the way we do business." Jim Sherriff
Client dissatisfaction and low profitability are issues in many projects
HP Restricted
2020/11/5IntlnoA4 (Version 3 / 2-Apr1999) Page 3
Future State
HP公司项目管理资料(英文)
PM's are Empowered to:
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 Have authority to be the major interface to client during the project
The Project Manager's role, responsibility and authority are not clearly defined
Client dissatisfaction and low profitability are issues in many projects
Using a single global methodology and tools contribute to successful projects
Knowledge capture and reuse greatly increase the effectiveness of our Project Managers
Project Managers asked for a more professional methodology for planning and implementing projects
Different result while delivered by different PM ( even excellent)
Project Managers use methodologies inconsistently
HP公司项目管理资料下载-项目管理
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 5
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
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
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 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
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
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
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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
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
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
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S e l e c t i o n P h a s e
P h a s e
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S e l e c t i o n P h a s e
项目成功与失败案例分析与总结
项目成功与失败案例分析与总结项目管理是现代企业管理中的重要组成部分，它涉及到资源的调配、目标的设定和风险的控制等方面。
在实施项目过程中，有些项目能够取得较好的成果，而另一些项目则以失败告终。
本文将从成功和失败的角度，分析几个项目案例，并总结其中的经验教训。
一、项目成功案例分析1. 苹果公司的iPhone项目苹果公司的iPhone项目是一个典型的项目成功案例。
在2007年发布之前，手机市场主要由诺基亚、摩托罗拉等公司占据。
然而，苹果公司凭借其创新的设计理念和出色的用户体验，成功地打造了一款革命性的智能手机。
iPhone的成功源于苹果公司对市场需求的准确把握和对产品质量的严格把控。
此外，苹果公司在推广和营销方面也下了很大的功夫，通过与运营商的合作，让iPhone迅速进入全球市场。
2. 丰田汽车的生产管理项目丰田汽车的生产管理项目是另一个成功的项目案例。
丰田汽车通过引入精益生产和供应链管理等先进的管理理念，实现了生产效率的大幅提升。
丰田汽车的成功得益于其对质量的高度重视和对员工的培训和激励。
通过不断改进生产流程和减少浪费，丰田汽车成功地实现了高质量和低成本的生产。
二、项目失败案例分析1. 惠普公司的TouchPad项目惠普公司的TouchPad项目是一个典型的项目失败案例。
TouchPad是惠普公司推出的一款平板电脑，但在市场上销售不佳，最终被惠普公司宣布停产。
TouchPad的失败主要源于惠普公司在产品定位和市场营销方面的失误。
惠普公司没有准确把握消费者对平板电脑的需求，而且在推广和营销上也没有做好充分准备。
2. 诺基亚公司的智能手机项目诺基亚公司的智能手机项目是另一个项目失败的案例。
诺基亚公司曾经是手机市场的领导者，但由于对智能手机市场的判断错误和对竞争对手的低估，诺基亚公司逐渐失去了市场份额。
此外，诺基亚公司在产品设计和用户体验方面也存在一些问题，没有及时跟上市场的变化。
三、成功与失败案例的总结从以上案例中可以看出，项目成功与失败的关键在于对市场需求的准确把握和对产品质量的严格把控。
HP项目管理：HP公司项目管理资料
HP Restricted IntlnoA4 (Version 3 / 2-Apr-1999) Page 3
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
Future State
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 I m p l e m e n t a t i o n P h a s e
S e l e c t i o n P h a s e
HP Restricted
IntlnoA4 (Version 3 / 2-Apr-1999) Page 5
Have authority to be the major interface to client during the
project
person for project success --
Does NOT mean that Project Manager is the most important entire HP Team is important for project success
Objective 3:
Rapidly enhance our Project Management capability through development and hiring
HP Restricted
IntlnoA4 (Version 3 / 2-Apr-1999) Page 6
I n i t i a t i o n 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
Future State
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 I m p l e m e n t a t i o n P h a s e
S e l e c t i o n P h a s e
HP Restricted
IntlnoA4 (Version 3 / 2-Apr-1999) Page 5
Have authority to be the major interface to client during the
project
person for project success --
Does NOT mean that Project Manager is the most important entire HP Team is important for project success
Objective 3:
Rapidly enhance our Project Management capability through development and hiring
HP Restricted
IntlnoA4 (Version 3 / 2-Apr-1999) Page 6
I n i t i a t i o n P h a s e
惠普商学院课程介绍
听课对象：企业市场战略制定者 课程长度：8小时 培训价格：USD400每人
企业的内部财务控制 Finance for Excellence
课程简介： 教师将用非财务专业术语，深入浅出地将 企业财务控制与管理过程的关键要素向学员进行介绍， 主要内容包括财务领域的变革，惠普公司加强内部控制 的管理实践。预算管理的出发点，影响预算编制的因素 以及预算的考核，同时有大量生动地实例分析。
课程长度：1天 培训价格：USD300每人
惠普公司的战略规划与评估 Decision Base
内容简介：整个培训是教师指导学员进行一次实战练习的 过程，学员将亲手创建一个虚拟公司，并通过与同伴一起 负责该公司的所有运作过程，学会如何以全局的观点看待 整个公司的运作，而不是只专注某一个环一节或部门。学 员将学会制定业务计划、分析市场因素，如何进行财务分 析和评估，特别是如何在关键时间、由关键的人员对企业 发展策略作出正确的判断。其中一些关键方法和工具来自 于惠普公司的实际经验。
听课对象：企业中高层管理者及业务发展主管 课程长度：3天 培训价格：USD1,200每人
公司内部审计 Internal Audit
内容简介：向学员介绍用于企业内部控制的审计系统。内 容包括审计的目的、作用、责任、方法、抽样、分析、报 告及实施。以惠普公司的实务为例，向学员介绍企业如何 利用内部审计工具，对其内部营运进行“健康体检”实际 操作过程及审计报告的编制。促进企业效绩目标的实现。
• 惠普的人力资源管理 HR Management
• 企业利润目标的财务控制 Finance for Excellence
• 跨国公司的市场营销 Strategic Marketing
• 管理流程 Process of Management
企业的内部财务控制 Finance for Excellence
课程简介： 教师将用非财务专业术语，深入浅出地将 企业财务控制与管理过程的关键要素向学员进行介绍， 主要内容包括财务领域的变革，惠普公司加强内部控制 的管理实践。预算管理的出发点，影响预算编制的因素 以及预算的考核，同时有大量生动地实例分析。
课程长度：1天 培训价格：USD300每人
惠普公司的战略规划与评估 Decision Base
内容简介：整个培训是教师指导学员进行一次实战练习的 过程，学员将亲手创建一个虚拟公司，并通过与同伴一起 负责该公司的所有运作过程，学会如何以全局的观点看待 整个公司的运作，而不是只专注某一个环一节或部门。学 员将学会制定业务计划、分析市场因素，如何进行财务分 析和评估，特别是如何在关键时间、由关键的人员对企业 发展策略作出正确的判断。其中一些关键方法和工具来自 于惠普公司的实际经验。
听课对象：企业中高层管理者及业务发展主管 课程长度：3天 培训价格：USD1,200每人
公司内部审计 Internal Audit
内容简介：向学员介绍用于企业内部控制的审计系统。内 容包括审计的目的、作用、责任、方法、抽样、分析、报 告及实施。以惠普公司的实务为例，向学员介绍企业如何 利用内部审计工具，对其内部营运进行“健康体检”实际 操作过程及审计报告的编制。促进企业效绩目标的实现。
• 惠普的人力资源管理 HR Management
• 企业利润目标的财务控制 Finance for Excellence
• 跨国公司的市场营销 Strategic Marketing
• 管理流程 Process of Management
项目管理知识体系概览(英文版)(ppt 33页)
Updates to Risk M gm t
P la n
Q uality
Scope Change C o n tro l
C o n tro l
Q uality Im provem ent Acceptance D ecisions Rew ork
Com pleted Checklists
Process Adjustm ents
Project M anagem ent Processes G roups
In itia tin g
F a c ilita tin g
E x e c u tin g
P la n n in g
Inform ation
Q uality P la n n in g
Comm
R isk
Planning Identification
Scope Planning
Activity
Cost
Sequencing Estimating
Q u a lity Assurance
Staff Acquisition
In fo rm a tio n
Risk
Soliciation
Distribution Quantification Planning
In itia tin g
Q uality P lanning
core fa c ilita tin g
Comm P lanning
R isk Id e n tific a tio n
Procurem ent P lanning
R isk Q uantification
R isk Response D evelopm ent
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PM's are Empowered to:
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
Practices)
Key Strategies
Consistent quality criteria and measures Knowledge sharing and re-use (Project Snapshots) Sequence of activities and tasks
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
Non-Project Managers
WORLD-WIDE PROJECT MANAGEMENT
METHODOLOGY FocusPM
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?
Manages relationship between clients and HP / partners / subcontractors
Major relationship with CBM, CBL & Principal Consultant in pre-sales
Drives the success of the project
Electronic Tools
– Guide, Manual and all Tools on the Web – Continuous Improvement accessed through the Web – Web based Knowledge Sharing (Project Snapshots and Best – Documentation Management System (under investigation)
(Bid Plan, Design, Plan, Propose, Negotiate) PM process measurements by phase, i.e., Quality Reviews Quality reviews - process and content (local process) PM Methodology for Project Managers Scaleable: Use on all projects
Based previous principle (CPLC) & HP best practices November 1996 initial strategy,January 1998 Final Review
WW Review Team
Compared to Previous Methodology
Im plem entation P h a se
S e le c tio n P h a se
History of Development
Project Managers asked for a more professional methodology for planning and implementing projects
Is consistent with the Project Management Institute's (PMI & Prince2 standards) Incorporates HP best practices Provides rigor and detail in the planning phases Includes a robust toolkit in the planning and implementation phases Meets the need of Project Managers to manage increasingly larger and more complex projects
Can be used for any type of project (Scaleable) Provides a full set of forms, tools and templates Includes a rigorous process for assessing / managing risk
"FocusPM: It will change the way we do business."
Jim Sherriff
Current State
The size and complexity of solution projects have been consistently growing
Different result while delivered by different PM ( even excellent)
Project Managers use methodologies inconsistently
Best practices are not captured, shared, or reused
Quality in FocusPM
Review Criteria for each Tool / Output Quality reviews in each FocusPM Phase and Activity
Committee
Components of FocusPM
Documentation
– Methodology Guide (Phases / Activities / Tasks) – Reference Manual (Processes and Techniques) – Toolkit (Forms, Templates and Examples) – Quick Reference Card (Quick Overview)
Benefits of FocusPM
Improved HP bottom line by cutting losses on projects
Ensures consistent world-wide approach to client projects (will be used by HPC, ISBU, and OSD)
person for project success --
WORLD-WIDE PROJECT MANAGEMENT
METHODOLOGY FocusPM
Support P h a se
I n itia tio n P h a se
P lanning and Proposal
P h a se
W arranty P h a se
Have authority to be the major interface to client during the
project
Does NOT mean that Project Manager is the most important entire HP Team is important for project success
Future State
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
Support P h a se
W arranty P h a se
I n itia tio n P h a se
Im plem entation P h a se
P lanning and Proposal
P h a se
S e le c tio n P h a se
Applying FocusPM for
Project Management Initiative
Objective 1:
Enable the implementation of a consistent Project Management methodology world-wide
Objective 2:
Clearly define role and authority as well as measures, rewards, and scoping of Project Managers
The Project Manager's role, responsibility and authority are not clearly defined