IT项目管理课件.ppt
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Project Organizations Stakeholder Management Project Risk Management
PROJECT MANAGEMENT
Review
▪ Planning, WBS, Activity, Task
Overview
▪ Staffing a team to run the project. ▪ Analyze the influence of Stakeholder to the
Executive support User involvement Experience project manager Clear business objectives Minimized scope Standard software infrastructure Firm basic requirements Formal methodology Reliable estimates
Many new managers try to change organizational structure when other changes are needed
▪ 3 basic organization structures
functional project matrix
Functional, Project, and Matrix Organizational Structures
project. ▪ Managing Project risk
PROJECT ORGANIZATIONS
An Effective Team
▪ “A small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable.”
0-25%
Part-time Project Coordinator/ Project Leader Part-time
Matrix Balanced Matrix Low to Moderate
15-60%
Full-time Project Manager/ Project Officer
Part-time
Full-time
Full-time
PMBOK Guide, 1996, p. 18
The organizational structure influences the project manager’s authority, but remember to address the human resources, political, and symbolic frames, too.
▪ Professional Environment
You hired people for their talent
Listen to their ideas and suggestions
Provide opportunities for growth
Education, training, conferences, etc.
Katzenbach and Smith, The Wisdom of Teams, 1993
Building a Jelled Team
▪ Physical Environment
Provide a safe and productive workspace Provide adequate tools and support
Organization Structure Influences on Projects
Organization Type Project Characteristics Project Manager's Authority Percent of Performing Organization's Personnel Assigned Fulltime to Project Work Project Manager's Role Common Title for Project Manager's Role
Project Management Administrative Staff
Functional
Little or None
Virtually None
Part-time Project Coordinator/ Project Leader
Part-time
Weak Matrix Limited
Strong Matrix
Moderate To High
50-95%
Projectized
High to Almost Total
85-100%
Full-time Project Manager/ Program Manager
Full-time Project Manager/ Program ManagerБайду номын сангаас
People who have formed into cohesive teams are less likely to leave (Lakhanpal 1993)
Many Organizations Focus on the
Structural Frame
▪ Most people understand what organizational charts are
Benefits of Good Team Chemistry
▪ Productivity
Development with the worst teams requires 4X the effort than development with best teams (Boehm 1981)
▪ Lower Turnover
What Helps Projects Succeed?
According to the Standish Group’s report CHAOS 2001: A Recipe for Success, the following items help IT projects succeed, in order of importance:
PROJECT MANAGEMENT
Review
▪ Planning, WBS, Activity, Task
Overview
▪ Staffing a team to run the project. ▪ Analyze the influence of Stakeholder to the
Executive support User involvement Experience project manager Clear business objectives Minimized scope Standard software infrastructure Firm basic requirements Formal methodology Reliable estimates
Many new managers try to change organizational structure when other changes are needed
▪ 3 basic organization structures
functional project matrix
Functional, Project, and Matrix Organizational Structures
project. ▪ Managing Project risk
PROJECT ORGANIZATIONS
An Effective Team
▪ “A small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable.”
0-25%
Part-time Project Coordinator/ Project Leader Part-time
Matrix Balanced Matrix Low to Moderate
15-60%
Full-time Project Manager/ Project Officer
Part-time
Full-time
Full-time
PMBOK Guide, 1996, p. 18
The organizational structure influences the project manager’s authority, but remember to address the human resources, political, and symbolic frames, too.
▪ Professional Environment
You hired people for their talent
Listen to their ideas and suggestions
Provide opportunities for growth
Education, training, conferences, etc.
Katzenbach and Smith, The Wisdom of Teams, 1993
Building a Jelled Team
▪ Physical Environment
Provide a safe and productive workspace Provide adequate tools and support
Organization Structure Influences on Projects
Organization Type Project Characteristics Project Manager's Authority Percent of Performing Organization's Personnel Assigned Fulltime to Project Work Project Manager's Role Common Title for Project Manager's Role
Project Management Administrative Staff
Functional
Little or None
Virtually None
Part-time Project Coordinator/ Project Leader
Part-time
Weak Matrix Limited
Strong Matrix
Moderate To High
50-95%
Projectized
High to Almost Total
85-100%
Full-time Project Manager/ Program Manager
Full-time Project Manager/ Program ManagerБайду номын сангаас
People who have formed into cohesive teams are less likely to leave (Lakhanpal 1993)
Many Organizations Focus on the
Structural Frame
▪ Most people understand what organizational charts are
Benefits of Good Team Chemistry
▪ Productivity
Development with the worst teams requires 4X the effort than development with best teams (Boehm 1981)
▪ Lower Turnover
What Helps Projects Succeed?
According to the Standish Group’s report CHAOS 2001: A Recipe for Success, the following items help IT projects succeed, in order of importance: