Introduction_to_Project_Management

IntroductiontoProjectManagementTakeITServiceastheexample東海大學資訊工程與科學系講師郝延昇Agenda•IntroductiontothePMP•IntroductiontotheITIL•Q&ATheProjectManagementFrameworkObjectives•Tobeabletodescribe:–Characteristicsofprojects–Projectmanagement–Projectmanagementprocess–ProjectmanagementknowledgeareasSampleGenericLifeCycleSource:PMBookRepresentativeConstructionProjectLifeCycleSource:PMBookRepresentativeLifeCycleforaPharmaceuticalsProjectSource:PMBookRepresentativeSoftwareDevelopmentLifeCycleTriangleofProjectManagementQualityScheduleResourceScopeWhatissuccessful“ProjectManagement”•QuintessenceofProjectManagement–science–Art•SkillofProjectManager–Knowledge/Technology–Leadership、Encouragement、Communication–Solveproblem–Mentalhealth•EssentialFactorofsuccessfulProject–People–Process–Technology•DefinitionofsuccessfulProject–Ontime–Withbudget–satisfyNeedWhatisaProjectAtemporaryendeavorundertakentocreateauniqueproductorservice•TemporaryHasadefinitebeginningandend,notanon-goingeffort.Ceaseswhenobjectiveshavebeenattained.Teamdisbandeduponcompletion.•UniqueTheproductorserviceisdifferentinsomewayfromotherproductsorservices.Productcharacteristicsareprogressivelyelaborated.ProjectAprojectisauniqueeffort獨一無二的專案成果withdefinedbeginningandend,訂定的開始及結束日期aspecificdeliverable,明確的交付物andspecificresources.具體的資源投入WhatisProjectManagementTheapplicationofknowledge,skills,tools,andtechniquestoprojectactivitiesinordertomeetorexceedstakeholderneedsandexpectationsStakeholdersIndividualsandorganizationsinvolvedinoraffectedbytheprojectactivitiesProjectManager’sResponsibility•ProjectManagershouldsatisfyallStakeholderswithhis/herskillsandtools•ISSUE–Scope,time,cost,risk,andquality–Stakeholderswithdifferingneedsandexpectation–Identifiedrequirements(needs)andunidentifiedrequirements(expectations)ProjectManagementProcessesInitiatingProcessesPlanningProcessesControllingProcessesExecutingProcessesClosingProcessesSource:PMBookDefineandOrganizePlantheProjectManageProjectProgressProjectLifeCycleandKeyEventProjectManagementKnowledgeAreasScopeManagementScheduleManagement)CostManagementQualityManagementProjectIntegrationManagementProjectManagementKnowledgeAreas(Cont.)HumanResourceManagementCommunicationsManagementRiskManagementProcurementManagementProjectManagementKnowledgeAreasProjectManagementKnowledgeAreasIntegrationManagement•ProjectPlanDevelopment•ProjectPlanExecution•IntegratedChangeControlProcessesrequiredtoproperlycoordinatethevariouselementsoftheprojectToolsandProcess•Projectplanning•Changemanagement•Issuemanagement•EscalationmanagementEscalationProcessManagingIssues/Decisions/EscalationsExecutiveSponsorsSteeringCommitteeProjectManagerPMOProjectLeadStatusreporting,IssuesandEscalationstoberesolved,Decisionsneededtobemade,Strategyneeds.Decisionsmade,IssueResolution,Directions,Strategies,ActionPlans.案例分享•案例(1):在無客戶及供應商雙方核可的變更記錄下完成了185項需求變更。•結果:專案延誤近1年，成本超出甚多，供應商專案人員士氣渙散，供應商並與其下包商糾紛不斷。•案例(2):專案人員壹個月前就已發現人員數量無法達成預定時程，確仍然依原訂計畫執行，未請求解決。•結果:造成補救不及，專案延誤近3個月，引起客戶報怨，並成本超出甚多。ScopeManagementInitiationScopePlanningScopeDefinitionScopeVerificationScopeChangeControlProcessesusedtoidentifyalltheworkrequiredtosuccessfullycompletetheprojectClearandspecificdefinition•DetailedWorkBreakdownStructure(WBS)•Assumption(validatedandVerified)•Interface•Requirementtrackingandmapping•ChangeControlCommunicated,Consistent,Documented•Issuesaddressedasearlyaspossible•EscalationCriteria&Process案例分享•案例(1):由於客戶剛跨入新的領域，對於提出RFP中的專案需仍然相當簡單。而供應商也未能與客戶澄清細節並於建議書中回應。•結果:專案變成一邊研究一開發，需求發散，時程無法控管，並成本超出甚多。•案例(2):系統界面整合方法未談清楚，事先也未請專家評估，失敗經驗一再重現。•結果:改採較昂貴方案，而事先成本未估算充足，最後只得多投入大量額外成本。ScheduleManagement)ActivityDefinitionActivitySequencingActivityDurationEstimatingScheduleDevelopmentScheduleControlProcessesrequiredtoensuretheprojectiscompletedontimeKeyIssue•DecomposestheWBSintoalistofactivitieswhichismanageableandcontrollablelevel•Assignresources,dependency,roleandresponsibility•Identifythecriticalpathanddoanalyses•Collectprojectstatusinformationandupdateprojectschedules(atleastmonthly)•Identifyschedulingconflictsandrecommendsolutions•Changethebaselinescheduleshouldbealastresort•Followchangecontrolandissuemanagementprocedures案例分享•案例(1):未以適當的WBS為基礎來做為制定專案時程的依據。•結果:專案水平整合工作被遺漏，人力時程未估算進來。•案例(2):專案經理未依據專案時程計畫定期與各模組負責人跟蹤進度也未定期檢視及更新專案時程計畫。•結果:專案經理於一個星期前才得知重要里程碑無法達成，驗收跳票。•案例(3):由於客戶或供應商事由導致時程延誤，確仍然依原訂計畫執行，未請求變更。•結果:客戶報怨供應商專案管理不良，時程難以獲得適時掌控。ProjectCostManagementResourcePlanningCostEstimatingCostBudgetingCostControlProcessesrequiredtoensuretheprojectiscompletedwithintheapprovedbudgetThemaincausesforfailureincostmanagement•Objectivesthatareunclearandfrequentlychanged•Incompleteprojectscopestatement•Unrealisticestimates(usuallytoooptimistic)–WBS?–ResourcesPlanning?–Activitylistandduration?•Ambiguousriskallocation•Inadequateprojectmanagement案例分享•案例(1):專案經理未遵循標準之WBS、人力資源計畫及風險評估流程，在面對競爭壓力下只依照過往經驗樂觀來估算成本。•結果:成本被大量低估，客戶報怨不斷。•案例(2):專案經理埋首於解決專案問題及趕進度而忽略掌控管理專案財務狀況。•結果:專案成本控管不良財務數字不正確。QualityManagementQualityPlanningQualityAssuranceQualityControlProcessesnecessarytoensurethattheprojectwillsatisfycustomerrequirementsKeyIssue•Qualityi