项目管理PROJECTTEAMMEMBERWORKSHOP(1)

DATACOMInformationTechnologyLimitedWELCOMETO項目管理PROJECTTEAMMEMBERWORKSHOPATWODAYWORKSHOPThisworkshophasbeenspecificallydesignedtohelpyouunderstandtheessentialprinciplesofprojectmanagementasamemberofaprojectteamandintroduceyoutoaconsistentprocessformanaginganytypeofProjectintheOrganization.TheprocessisanintegralpartofthePROGRAMMETHODOLOGY.Ourobjectiveistoensureallprogramsandprojectsareeffectivelymanagedandreviewedtoachievesuccessanddelightourcustomerseverytimewithon-timecompletion.TheworkshopincludesacasestudytogiveyouanopportunitytoapplythetechniquesincludedinthemethodologyWORKSHOPOBJECTIVES工作室目的UnderstandRoles&Responsibilities明白職分及責任Understandteammemberrole明白團體職分LearntheMethodology學習方法Projectdefinition項目定義Projectplanning&scheduling項目計劃及排程Projectexecution頂目實施Projectclosure項目完結Learnthetechniquestouse學習技術盡量利用Contributingtosuccess達致成功ESTIMATINGFACTORS估計因素SIZEEFFORTDURATION=WORKDAYS大小努力期間=工作日數CALENDARTIME日曆時間EFFORT≠DURATION≠SCHEDULE努力≠期間≠進度表TASK使命INPUTS輸入Historicaldata過往資料Experience&skills經驗及技巧Expertview專家意見BIAS?BIAS?偏見?偏見?SIZE大小EFFORT努力TASK任務DEFINEMEASUREMENTBASIS估計定義基礎PERSONDAYS個人日子其它?因素OTHER?FACTORSEFFORT努力ANALYSIS分析CAPACITY容量WORKLOAD工作負擔DURATION日期CriticalPathMethod–PERT計劃評審技術-PERT邏輯基礎-依賴性BASEDONLOGIC-DEPENDENCY3TYPES:三種類FinishtoStart完結到起始StarttoStart[paired]起始到起始[配對]FinishtoFinish[paired]完結到完結[配對]CRITICALPATH–THELONGESTPATH計劃評審-最長要徑-LEASTFLEXIBLE-最低靈活性AnyslippageextendstheTotalProjectTime[TPT]SFSF任何小疏忽加長總項目時間CAREFUL:CompressingtheschedulecanchangetheCriticalPath警告:壓縮排程能夠改變要徑CPM-PERTTERMSForwardPass-EarlySTARTandFINISH前進-早開始及完成BackwardPass-LateSTARTandFINISH後退-開始及完成TOTALFLOAT-搖擺SPARETIMEINANACTIVITY分配時間於各種活動INCLUDESFREEANDINDEPENDENTFLOAT包括自己反依賴性的搖擺CRITICALACTIVITY-ZEROFLOATBY重要活動-零的搖擺DEFINITION-ITCANBEFORCED!定義-能夠強行OTHERRELATIONSHIPS其他關係4dLEG[GAP]-Aforceddelaybetweentasks2dLEAD[LEEWAY]-AforcedstartofthesuccessorbeforecompletionofthepredecessorErrorsinLogicBOTHBREAKTHELOGICOFTHENETWORK錯誤使綱絡理論停止運作THELOOP循環THEDANGLE搖擺不定REVIEWTHEPROJECTDEFINITION檢討計劃的定義Doestheplan:計劃meetcriticaldatesfordeliverables?在重要日子傳遞訊息clearlymeetinterfacedates?清楚相約其他日子OPTIMISATIONINVOLVES:理想計劃包括understandingtheconflicts明白衝突的地方analysingpriorities分析優先次序derivingoptions削去不必要選擇selectingthebestrealisticoption選取最真實性的決擇seekingstakeholderagreement尋找投資者的同意書revisingplans重溫計劃的內容communicatingtoeveryone與其他人交換意見TRADE-OFFS&OPTIMISATIONTAKESTIMETOGETTHEBESTSOLUTION選擇性及樂觀性用時間來獲取最好的方案OPTIMISINGTRADE-OFFS樂觀性的選擇POSSIBLEACTIONS:可行方法Re-evaluatedependencies重新評估依賴性Reviewrelationships回顧各種關係IntroduceLagsandLeads-withcare!小心地引申拉引行為Splitactivitiesforconcurrency分散工序,保持合作性Reviewduration檢討各工作時間Reviewcontingencytime檢討一貫時間所需Re-assignresources重新分配資源UtilisetheTotalFloattimes盡量利用所有空間時間Reducepeakloading–levering減少極大壓力-平衡Seekmoreresources?尋找更多資源Increaseresourcecapacities增加資源地位Avoidre-invention防止再發明其他選擇ReduceScope/specifications?減少分工合作EVALUATETHEIMPACT評估影響所及Usewhat-ifanalysis如果用作為分析ReviewProjectRisks檢討其冒險機會Customeracceptance客人接受機會OPTIMISING&RECOVERYPLANNINGINSIDEAKEYSTAGE樂觀化及恢復計劃是一個重要階段DEVELOPWHAT–IF’s發展空間REDUCETHEOPTIONS減少選擇機會RECOMMENDEDACTIONS推介行動SEEKPROJECTLEADERAPPROVAL計劃得到組長應允BEFOREYOUMODIFYTHEPLAN在改變原定計劃之前COMMUNICATETHEPLANCHANGESTOTHOSEDOINGTHEPROJECTWORK向有關工作人員解釋新計劃的改變SECURERESOURCECOMMITMENTS保障資源承諾TheKeyStageOwner重要階段的擁有人TheResource資源TheFunctionalManager功能組別經理ALLPARTIESMUSTSIGN–UPPROJECTLEADERAPPROVES參與者必須簽署待組長審閱REVIEWTHERISKLOG檢討有危機的地方ASK:問Haveanychangedrankling?何種改變,使人痛心Any,movedtoHIGH?何事轉為高危事件Anyrisksidentifiedfromplanning?何種危機被計劃所確認Checktheplanforareasofrisk;檢查計劃裹有危機的地方TasksontheCriticalpath重要關鍵時刻Taskswithlongdurations長遠計劃Tasksdependentonthirdparties依賴第三者LagsandLeads落伍及前衛Complextasks繁複的工作Tasksusingnewtechnology新科技應用Taskswithlittlefloat搖擺不定DonotremoverisksfromtheLOG,onlyremovetheranking不要將風險在日誌中除掉,只有除掉次序優先IDENTIFYISSUESPROMPTLYACTIONTORESOLVEISAPRIORITY定時確認危機優先採取行動解決TheProjectLeadermustrecordallissues.計劃組長必須記錄所有論點ISSUESARERATED:論點分類RED-MAJOR-EscalatedtoProjectMembers紅色-主要-擴大到項目人員YELLOW-SERIOUS-EscalatedtoSponsor黃色-嚴重-擴大到資助人GREEN-MINOR-EscalatedtoProjectLeader綠色-次要-擴大到組長ACTIONPLANSAREESSENTIAL行動的重要性WasitaRISK?危機Whatistheconsequence?結果Whatoptionsareavailable?可供選擇Whatactionsarerecommenced?建議採取行動Whoisresponsibleforimplementation?誰可執行SETTHEBASELINEPLAN設定計劃的底線‘FIXES’THEPLAN固定計劃BASISOFPROGRESS量度工作MEASUREMENT進度底線ESTABLISHESCLEARLYVISIBLETARGETS設立清楚可見的目標AGREESAMEETINGSSCHEDULE同意會議時間表ESTABLISHESREPORTING&CHANGEPROCESSES建立報告及轉變程序REPORTINGPROGRESS進度報告COMMUNICATIONISVITALTOSUCCESS人與人溝通是成功的因素KEYSTAGEOWNER-REPORTSTATUSATFREQUENCYSETBYPROJECTLEADER.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MILESTONESACHIEVED里程碑建造MILESTONESDELAYED里程碑延誤ACTIONSTOCORRECTSLIPPAGE改善散漫態度FORECASTOFCOMPLETION預測完成日期ISSUESOUTSTANDING尚未解決議論ANTICIPATERISKS&ISSUES預見危機及論點THECHANGEPROCESS改變程序SignificantchangesMUSTbedocumentedandapproved重大的改變一定要書面通知,并得到批准Significantchangeimpactson:重大的改變會沖擊在:deliverables傳達schedule時間表costs成本resourceloadings資源分配quality質量performance表現THEPROJECTCHANGEREQUEST計劃改變FOCUSON:焦點放在benefitsofchange利益impactoncost/schedule/resources影響成本/時間表/資源priority優先權increased/reducedrisks增加/減少危機