项目管理培训手册

项目管理培训手册文件编码（008-TTIG-UTITD-GKBTT-PUUTI-WYTUI-8256）DATACOMInformation Technology Limited工作室目的Understand Roles & Responsibilities明白职分及责任Understand team member role 明白团体职分Learn the Methodology 学习方法Project definition 项目定义Project planning & scheduling 项目计划及排程 Project execution 顶目实施 Project closure 项目完结Learn the techniques to use 学习技术尽量利用 Contributing to success 达致成功ESTIMATING FACTORS估计因素SIZE EFFORT DURATION=WORK DAYS大小 努力 期间=工作日数CALENDAR TIME日历时间 EFFORT ≠DURATION ≠SCHEDULE努力≠期间≠进度表TASK使命BIAS BIAS 偏见偏见Finish to Start完结到起始Start to Start [paired] 起始到起始[配对]Finish to Finish [paired]完结到完结[配对] CRITICAL PATH –THE LONGEST PATH计划评审-最长要径-LEAST FLEXIBLE-最低灵活性Any slippage extends the Total Project Time [TPT]任何小疏忽加长总项目时间CAREFUL: Compressing the schedulecan change the Critical Path警告:压缩排程能够改变要径CPM-PERT TERMSForward Pass- Early START and FINISH 前进-早开始及完成Backward Pass-Late START and FINISH 后退-开始及完成TOTAL FLOAT-摇摆SPARE TIME IN AN ACTIVITY分配时间于各种活动INCLUDES FREE AND INDEPENDENT FLOAT包括自己反依赖性的摇摆CRITICAL ACTIVITY-ZERO FLOAT BY重要活动-零的摇摆DEFINITION-IT CAN BE FORCED!定义-能够强行OTHER RELATIONSHIPS其它关系4dLEG [GAP]- A forced delay between tasks2dLEAD [LEEWAY]-A forced start of thesuccessor before completion of thepredecessorErrors in LogicBOTH BREAK THE LOGICOF THE NETWORK错误使纲络理论停止运作THE LOOP 循环THE DANGLE 摇摆不定REVIEW THE PROJECT DEFINITION检讨计划的定义Does the plan: 计划meet critical dates for deliverables 在重要日子传递讯息clearly meet interface dates 清楚相约其它日子OPTIMISATION INVOLVES: 理想计划包括understanding the conflicts 明白冲突的地方analysing priorities 分析优先次序deriving options 削去不必要选择selecting the best realistic option 选取最真实性的决择seeking stakeholder agreement 寻找投资者的同意书revising plans 重温计划的内容communicating to everyone 与其它人交换意见TRADE-OFFS & OPTIMISATIONTAKES TIME TO GET THE BESTSOLUTION选择性及乐观性用时间来获取最好的方案OPTIMISING TRADE-OFFS乐观性的选择POSSIBLE ACTIONS: 可行方法Re-evaluate dependencies 重新评估依赖性Review relationships 回顾各种关系Introduce Lags and Leads-with care! 小心地引申拉引行为Split activities for concurrency 分散工序,保持合作性Review duration 检讨各工作时间Review contingency time检讨一贯时间所需Re-assign resources 重新分配资源Utilise the Total Float times 尽量利用所有空间时间Reduce peak loading – levering 减少极大压力-平衡Seek more resources 寻找更多资源EVALUATE THE IMPACT 评估影响所及乐观化及恢复计划是一个重要阶段SEEK PROJECT LEADERAPPROVAL计划得到组长应允BEFORE YOU MODIFY THE PLAN在改变原定计划之前COMMUNICATE THE PLAN CHANGES TO THOSE DOINGTHE PROJECT WORK向有关工作人员解释新计划的改变保障资源承诺The Key Stage Owner 重要阶段的拥有人The Resource 资源The Functional Manager 功能组别经理ALL PARTIES MUST SIGN – UPPROJECT LEADER APPROVES参与者必须签署待组长审阅检讨有危机的地方ASK: 问Have any changed rankling 何种改变, 使人痛心Any ,moved to HIGH 何事转为高危事件Any risks identified from planning 何种危机被计划所确认Check the plan for areas of risk;检查计划裹有危机的地方Tasks on the Critical path 重要关键时刻Tasks with long durations 长远计划Tasks dependent on third parties 依赖第三者Lags and Leads 落伍及前卫Complex tasks 繁复的工作Tasks using new technology 新科技应用Tasks with little float 摇摆不定Do not remove risks from the LOG, only remove the ranking 不要将风险在日志中除掉,只有除掉次序优先定时确认危机优先采取行动解决The Project Leader must recordall issues.计划组长必须记录所有论点RED-MAJOR-Escalated to Project Members红色-主要-扩大到项目人员YELLOW-SERIOUS-Escalated to Sponsor黄色-严重-扩大到资助人GREEN-MINOR-Escalated to Project Leader绿色-次要-扩大到组长行动的重要性Was it a RISK 危机What is the consequence 结果What options are available 可供选择What actions are recommenced 建议采取行动Who is responsible for implementation谁可执行设定计划的底线‘FIXES’ THE PLAN固定计划BASIS OF PROGRESS量度工作MEASUREMENT进度底线ESTABLISHES CLEARLYVISIBLE TARGETS设立清楚可见的目标AGREES A MEETINGSSCHEDULE同意会议时间表ESTABLISHES REPORTING & CHANGE PROCESSES建立报告及转变程序COMMUNICATION IS VITAL TO SUCCESS人与人沟通是成功的因素KEY STAGE OWNER-REPORT STATUS AT FREQUENCYSET BY PROJECT LEADER.重要阶段段的持有人周期性报告工作进度由组长设定FOCUS: 焦点MILESTONES ACHIEVED 里程碑建造MILESTONES DELAYED 里程碑延误ACTIONS TO CORRECT SLIPPAGE 改善散漫态度FORECAST OF COMPLETION 预测完成日期ISSUES OUTSTANDING 尚未解决议论ANTICIPATE RISKS & ISSUES预见危机及论点THE CHANGE PROCESS 改变程序Significant changes MUSTbe documented and approved重大的改变一定要书面通知,并得到批准Significant change impacts on:重大的改变会冲击在:deliverables传达schedule时间表costs 成本resource loadings 资源分配quality 质量performance 表现THE PROJECT CHANGE REQUEST 计划改变FOCUS ON: 焦点放在benefits of change 利益impact on cost/schedule/resources影响成本/时间表/资源priority 优先权increased/reduced risks 增加/减少危机ORGANISE THE LAUNCH 组织一个新开始VALIDATE & CONFIRM: 有效及确认 1:1-TEAM MEMBERS & SPONSOR 1:1的组员及资助人 PROJECT TEAM-PROGRESS 工作小组进度 PROJECT REVIEWS 工作检讨KEY STAKEHOLDERS 主要投资THEN HOLD THE:然后抓紧Monitoring & Tracking Progress 辅助及紧随工作进度 MONITORING 辅助 THE CHECKING PROCESS 检查程序 COLLECTING PROGRESS DATA 收集工程数据 QUALITATIVE DATA 使之为有质数的资料TEAM PERFORMANCES 小组表现IDENTIFY VARIANCES 确认不同意见REVIEW RISKS 检讨危机TRACKING 紧随KEY STAGE WORK PLANS 主要阶段工作计划 RESOURCE COMMITMENTS 资源承诺MEETINGS SCHEDULE 会议时间THE PROJECT LAUNCH MEETIN 新的工作会议 The Project Sponsor 工程资助人 Key stakeholders 主要投资 The Project Leader 组长The Team 组员ANALYSING THE VARIANCE分析各类意见DEFINING CAUSE寻找原因ESTABLISHING IMPACTEVALUATE OPTIONS评估所有选择PLAN CORRECTIVE ACTIONS计划正确行动RESOLVE ISSUES解决方案UPDATE PLAN DOCUMENTS更新各种文件REPORT PROGRESS报告进度COLLECTING PROGRESS DATA收集工程数据THE GANTT CHART IS LINEAR统计图表是线形的EFFORT IS .… 努力是Ask: 问START DATE开始日期EFFORT EXPENDED TO DATE努力漫延至当天EFFORT REMAINING努力仍留下But ALWAYS ask:但通常问FORECAST TO COMPLETE预测完成日期NOT 否不同意见VARIANCE分析ANALYSIS+ BETTER THAN PLAN效果比计划好-WORSE THAN PLAN效果比计划差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鱼骨图Why-Why diagrams点解-点解图ESTABLISH IMPACTRe-assign resources重新分配资源Revise estimates重新估计New estimator!委任新评估人员More effort更新努力More resource更多资源Modify plan logic更新计划的推论不要依赖其它人帮你解决难题, 让自己解决PLAN CORRCETIVE ACTION计划正确行动DEVELOP OPTIONS选择发展USE TEAM EXPERTISE利用小组经验RECORD ASSUMPTIONS记录假设CHECK FOR RISKS检查危险性SELECT ‘BEST’ OPTION选最好的决择[scope-cost-schedule] 内容-成本-时间表DON’T SHOOT FROM THE HIP!SOLVE THE PROBLEM-NOT THE SYMPTOMS解决问题并不是问题征兆CHECK IF:先检查,如果:-critical path is changed重要性的路径改变-workloads adversely affected影响工作量-milestones are affected影响里程碑-new HIGH risks exposed新高危展现-cost over-runs introduced成本过高-schedule slippage are controllable工作散漫是可控制的DEVELOP ACTION PLANS:发展挽救行动的计划-priority order优先次序-who is responsible谁可负责-target completion date目标完成日期-who kept informed谁可保持联络ESCALATE OUTSTANDING ISSUES扩大不能解决的论点Ensure you maintain effectiveness保证维持高效率Report status and issues promptly定时报告进度及意见Attend team meetings on time准时出席小组会议Have 1:1’s with Project LeaderAgree your performance targets认可你的表现目的Anticipate issues预测其它Watch for triggers on risks留意每个引发危机的机会Maintain awareness-new risks保持清醒面对新的危机更新危机Review risks regularly that affectyour key stages定时检讨各类危机,将可影响你的成功High risks must be alerted toProject Leader for action planning高危一定要通知组长采取行动Review outstanding issuesand their corrective action plansHighlight unresolved issues-they do NOT go away!标记不能解决的难题,使之不会遗留Ensure your assigned ACTIONSare completed on time保证你分配的工作准时完成Which activities/factors哪种行动/原因How measured如何量度S M A R T test机智程度测试Limits of acceptability有限的接受能力USE THE WBS!利用资询科技设计承继工作检视表YOUR OBJECTIVE IS TODELIGHT YOUR CUSTOMER你的目的是取悦你的顾客DEFINE AS EARLY AS POSSIBLEIS IT A KEY STAGE IN YOUR PLAN在你的计划中尽早介定是否有关键时刻DEFINE:介定WHO ACCEPTS THE RESULTS谁接受结果WHAT DOCUMENTATION何种书面通知WHO IS RESPONSIBLE谁可负责WHAT SUPPORT什么形式的支持WHO IS RESPONSIBLE谁又可负责支援HOW LONG需多久TRAINNING NEEDS需要训练HOW SATISFIED 怎算满意记录在计划档案COMES FROMCONTINUOUS IMPROVEMENT来自不断的改良收集良好的意见COLLECT GOOD IDEAS:新产品New products新的执行New Processes新的程序New ProceduresRECORD FOR LATER INVESTIGATION记录最新的数据PROJECT REVIEW MEETING工程检讨会议什么进行不顺利An opportunity for……另一个良机CONTINUOUSIMPROVEMENT不断改良检讨计划的进行Ask questions:常问题目What problems occurred常见问题How were these identified .. and resolved如何确认及解决Which procedures worked well哪个程序顺利进行What improvements can be made now改良方案可实时执行What improvements have been made改良后的优点REVIEW TEAM &STAKEHOLDER PERFORMANCE检讨组员及投资者表现目的去学习不是责备Review:检讨-management processes管理的进行-team leadership组长领导能力-individual performance个别组员表现-communication processes沟通程况-team working小组工作将学习要点文件COMMUNICATE沟通性GLOBALLY环球性WHAT ACTION IS NEEDED需要什么行动WHO WILL OWN THE ACTIONS谁可执行WHAT IS THE TARGET DATE TO COMPLETE怎样完成指定目标日期Summary of project performance-概述工程表现good and ‘not so food’好与不好+ Results of Evaluation评论结果+ Recommendations for improvement推介改进方案FINAL SIGN-OFF MEETING最后会议Then然后CELEBRATE Success庆祝成功。