如何做到优秀的项目管理(1)

HowtoAchieveExcellenceinProjectManagement如何做到优秀的项目管理ItTakesMoreThanJustTraining!只有培训是不够的byDr.WongMingChoon,VPChinaTHELEWISINSTITUTE,INC.PROJECTMANAGEMENTSYSTEMSAllrightsreserved.©2002byTheLewisInstitute,Inc.Allrightsreserved.THELEWISINSTITUTE,INC.302ChestnutMountainDriveVinton,VA24179Tel.[phone]:…Thereisnothingmoredifficulttoplan,moredoubtfulofsuccess,normoredangeroustomanagethanthecreationofanewsystem.Fortheinitiatorshavetheenmityofallwhowouldprofitbythepreservationoftheoldinstitutionsandmerelylukewarmdefendersinthosewhowouldgainbythenewone.NicoloMachiavelli,Prince,1537Allrightsreserved.ThePredictionsTomPeters,2000•90%ofwhitecollarjobswillbegonewithin10–15yearsAssumption:smartsystems(softwarerobots)willreplaceandaccuratelyoutperformwhitecollarworkers(inmyopinionitmainlyreferstosomerepetitivelowleveltasks)•In1970ittook540man-daystounloadaship.Aftercontainerisationitdroppedto8(a98.5%reduction!!)Allrightsreserved.TheprocessofmanagingorganizationshasbeenimpactedbythreerevolutionarychangesRecentChangesinManagement1Acceleratingreplacementoftraditional,hierarchicalmanagementbyparticipatorymanagement2Theadoptionofthe“systemsapproach”,alsocalledthe“systemsengineeringapproach”3OrganizationsestablishingprojectsasthepreferredwaytoaccomplishthemanyspecificchangesthatmustbemadewhentheorganizationattemptstoalteritsstrategyAllrightsreserved.ThefuturejobsceneHottestjobs:•TissueEngineers•GeneProgrammers•Pharmers•FrankenfoodMonitors•DataMiners•Hot-lineHandymen•VirtualRealityActors•Narrowcasters•TuringTesters•KnowledgeEngineersJobsthatwilldisappear:•Brokers,cardealers,insurance&REagents•Teachers•Printers•Stenographers•CEOs•Orthodontists•PrisonGuards•Truckers•HouseKeepers•Fathers(&mothers?)Source:Time,26-Jun,00Allrightsreserved.TomPeter’s5Driversforchange:1.Thecompetitivepressurebynewe-enterprises2.Automationofwhitecollarjob3.GlobalOutsourcing1.B2Bwilllink/integratesupplychains:Fastprocurementglobally1.Fastpaceofinnovation:Ittook37yearsforradiotogetto50millionhomes.TheWeb4years!Allrightsreserved.Gradualrandomchange&improvement(unsystematic&slow)Rapid(marketimposed)change(sociallytoopainful&economicallydisruptive)Project/programmemanagementofchange(providinganidealframeworkfororderlystepchanges)3ApproachestoChangeManagement:Allrightsreserved.ChangeManagement•Changemanagementappliesatdifferentlevels:organisation,governmentdepartment,industry&community•Leadership,rewardsystem,regulations&educationarecriticaldriversforinitiating&drivingbeneficialchange•ManagingchangebyprojectsinvolvesmultipleprojectscoordinatedcentrallywithinaframeworkAllrightsreserved.•Bettercontrol•Bettercustomerrelations•Shorterdevelopmenttimes•Lowercosts•Higherqualityandreliability•Higherprofitmargins•Sharperorientationtowardresults•Betterinterdepartmentalcoordination•HigherworkermoraleWhyHaveEnterprisesProjectized?Allrightsreserved.WhatIsProjectManagement?Allrightsreserved.ConceptDevelopmentClose-outImplementationScopeTimeHumanResourcesProcure-mentQualityCostRiskCommun-icationsKnowledgeAreasProjectLifeCyclePhasesProjectSuccessFrameworkForProjectIntegrationManagementAllrightsreserved.PLANNINGORGANIZINGDIRECTINGCONTROLLINGSystemsandProceduresFormatOrganizationPeopleandProductionBudgetsandResourcesObjectivesPoliciesProgramStructureStaffingCoordinatingMotivatingLeadingSupervisingCostQualityQuantityBASICMANAGEMENTFUNCTIONSAllrightsreserved.MISSION/OBJECTIVESSITUATIONASSESSMENTCORPORATESTRATEGYSTRATEGICPLANNINGBusinessUnitAnalysisIdentifyandEvaluateStrategicAlternativesDevelopStrategicPlanandImplementationMarketTargetingObjectivesPositioningMonitorPerformancePLANNINGORGANIZINGDIRECTINGCONTROLLINGProjectCharterMilestonesActivitiesCloseoutTRADITIONALMANAGEMENTPROJECTMANAGMENT++=PROFITABLEBUSINESSPLANNINGProjectManagementAsanEnablerAllrightsreserved.ACoreCompetenceTomPetershasobservedthatmorethan50%ofwhatgetsdoneinorganizationsisprojectwork.(Seehisbook,LiberationManagement,formoreonthis.)Clearly,projectmanagementshouldbeacorecompetence,justlikeaccounting,manufacturing,ormarketing.Allrightsreserved.ProjectFailuresStudieshaveshownformanyyearsthatprojectfailuresremainhigh—asmanyas85percenthaveproblems.Anestimated$128billioniswastedinsoftwareprojectseachyear.Approximately30percentofeverydollarspentonprojectsisrework!Allrightsreserved.MajorReasonsforProjectFailure1.Failingtodefinetheproblemtobesolved2.Lackofplanning3.Notunderstandingcustomerrequirements4.Ballparkestimatesbecometargets5.Estimatesarewishfulthinkinginsteadofdata-basedAllrightsreserved.NumberOneCause…Failuretoproperlydefinetheproblemtobesolvedbytheproject,because...Weassumethat“weallknowwhattheproblemis.”Allrightsreserved.ProjectDefinitionEveryprojectisconductedtosolvesomeproblemorachievesomedesiredresult.Tyingthesedowniscalleddefiningthejob.Thisyieldsaproblemstatement,mission,andvisionforthejob.Allrightsreserved.MissionVersusVisionVisioniswhatthefinalresultwilllooklike!Itdefinesdone.Themissionofaprojectistoachievethatv