IPM-集成项目管理.ppt

集成项目管理(IPM),程进2009/09/12,问题：,1、组建项目团队没有明确文档说明。,2、团队角色、职责不正式、明确。,3、冲突处理没有固定流程。,4、项目没有总结。,5、项目工作环境没有明确定义。,Specific Goals,The purpose of Integrated Project Management(IPM)is to establish and manage the project and the involvement of the relevant stakeholders according to an integrated and defined process that is tailored from the organizations set of standard processes.集成项目管理的目的，是根据组织标准过程所裁减而成的集成的已定义过程，来建立并管理项目，并纳入干系人。,SG 1 Use the Projects Defined Process;The project is conducted using a defined process that is tailored from the organizations set of standard processes.使用项目的已定义过程；项目执行要遵循，依据组织标准过程所裁减的过程。,SG 2 Coordinate and Collaborate with Relevant Stakeholders;Coordination and collaboration of the project with relevant stakeholders is conducted.与相关干系人协调与合作；与相关的干系人，进行项目的协调与合作。,SG 3 Apply IPPD Principles;The project is managed using IPPD principles.引用IPPD原则；使用IPPD原则来管理项目。,SP 1.1 Establish the Projects Defined Process;Establish and maintain the projects defined process from project startup through the life of the project.建立项目的已定义过程；从项目开始贯穿整个项目生命周期，建立并维护项目的已定义过程。,Typical Work Products典型的工作产品1.The projects defined process.1.项目的已定义过程。,常见提问：1、项目开发时，怎样考虑人员？怎样选择项目人员？,SP 1.2 Use Organizational Process Assets for Planning Project Activities;Use the organizational process assets and measurement repository for estimating and planning the projects activities.使用组织过程资产计划项目活动；使用组织过程资产与度量库来评估和计划项目活动。,Typical Work Products典型的工作产品1.Project estimates1.项目估算2.Project plans2.项目计划,常见提问：1、项目计划的主要内容？,SP 1.3 Establish the Projects Work Environment;Establish and maintain the projects work environment based on the organizations work environments standards.建立项目的工作环境；以组织的工作环境标准为基础，建立并维护项目的工作环境。,Typical Work Products典型的工作产品1.Equipment and tools for the project.1.项目用的设备和工具2.Installation,operation,and maintenance manuals for the project work environment.2.项目工作环境的安装、操作及维护手册3.User surveys and results.3.用户调查与结果4.Usage,performance,and maintenance records.4.使用、执行及维护记录5.Support services for the projects work environment.5.项目工作环境的支持服务,常见提问：1、有没有标准工作环境说明?,SP 1.4 Integrate Plans;Integrate the project plan and the other plans that affect the project to describe the projects defined process.集成计划；集成项目计划与影响项目的其他计划，来描述项目已定义过程。,Typical Work Products典型的工作产品1.Integrated plans1.集成的计划,常见提问：1、集成计划包括哪些内容？,SP 1.5 Manage the Project Using the Integrated Plans;Manage the project using the project plan,the other plans that affect the project,and the projects defined process.使用集成计划管理项目；使用项目计划、影响项目的其他计划，和项目已定于过程来管理项目。,Typical Work Products典型的工作产品1.Work products created by performing the projects defined process.1.执行项目的已定义过程所产生的工作产品2.Collected measures(“actuals”)and progress records or reports.2.已收集的度量(实际的)与进度记录或报表3.Revised requirements,plans,and commitments.3.已修订的需求、计划及承诺4.Integrated plans.4.集成的计划,常见提问：1、项目阶段有哪些报告？,SP 1.6 Contribute to the Organizational Process Assets;Contribute work products,measures,and documented experiences to the organizational process assets.对组织过程资产做贡献；贡献工作产品、度量和经验文件给组织过程资产。,Typical Work Products典型的工作产品1.Proposed improvements to the organizational process assets1.针对组织过程资产所提出的改进措施2.Actual process and product measures collected from the project2.从项目中收集实际的过程与产品度量3.Documentation(e.g.,exemplary process descriptions,plans,training modules,checklists,and lessons learned)3.文件(如示范的过程描述、计划、培训模块、检查表及学习心得)4.Process artifacts associated with tailoring and implementing theorganizations set of standard processes on the project4.定义及执行组织标准过程的相关过程成果。,常见提问：1、有没有什么项目总结报告？有发布吗？,SP 2.1 Manage Stakeholder Involvement;Manage the involvement of the relevant stakeholders in the project.管理干系人参与；管理相关的干系人在项目的参与程度。,Typical Work Products典型的工作产品1.Agends and schedules for collaborative activities.1.协调活动的议程与日程安排2.Documented issues(e.g.,issues with customer requirements,product and product component requirements,product architecture,and product design)2.问题记录(如客户需求、产品及产品组件需求、产品架构与产品设计等问题)3.Recommendations for resolving relevant stakeholder issues.3.解决相关干系人问题的建议,常见提问：1、项目期间怎样Function Manager沟通的？,SP 2.2 Manage Dependencies;Participate with relevant stakeholders to identify,negotiate,and track critical dependencies.管理相互依赖关系；与项目的干系人共同识别、协商与跟踪关键性的依赖关系。,Typical Work Products典型的工作产品1.Defects,issues,and action items resulting from reviews with relevant stakeholders.1.与相关的干系人评审所产生的缺陷、问题及功能点(功能项)2.Critical dependencies.2.重要的相互依赖关系3.Commitments to address critical dependencies.3.满足重要相互依赖关系的承诺4.Status of critical dependencies.4.重要相互依赖关系的状态,常见提问：1、干系人怎样参与项目的？如：PPQA Leader,SP 2.3 Resolve Coordination Issues;Resolve issues with relevant stakeholders.解决协调问题；解决与相关的干系人的问题。,Typical Work Products典型的工作产品1.Relevant stakeholder coordination issues.1.相关的干系人协调问题2.Status of relevant stakeholder coordination issues.2.相关的干系人协调问题的状况,常见提问：1、相关方产生冲突怎么处理？有没有组织规范？,IPM IPPD,Apply IPPD Principles;The project is managed using IPPD principles.引用IPPD原则；使用IPPD原则来管理项目。,SP 3.1 Establish the Projects Shared Vision;Establish and maintain a shared vision for the project.建立项目的共同愿望；建立并维护项目的共同愿望。,Typical Work Products典型的工作产品1.Documented shared vision1.共同愿望文件2.Communication strategy2.沟通策略3.Published principles,shared vision statement,mission statement,and objectives(e.g.,posters,wallet cards,and presentations)3.颁布的原则、共同愿望说明、任务说明及目标(例如：海报、随身卡及简报),常见提问：1、有没有组织规范？,SP 3.2 Establish the Integrated Team Structure;Establish and maintain the integrated team structure for the project.建立集成团队结构；建立并维护项目的集成团队结构。,Typical Work Products典型的工作产品1、产品与产品架构的评价，包含风险与复杂度。2、集成团队架构,常见提问：1、有没有集成团队操作指南之类的说明资料？,SP 3.3 Allocate Requirements to Integrated Teams;Allocate requirements,responsibilities,tasks,and interfaces to teams in the integrated team structure.配置集成团队需求；在集成团队结构中，对团队配置需求、职责、风险和接口。,Typical Work Products典型的工作产品1、每一集成团队的责任分配2、各集成团队有责任满足工作产品需求、技术接口及经营接口(如成本会计及管理)3、集成团队负责人清单,常见提问：1、项目的具体工作是怎样分配下去的？,SP 3.4 Establish Integrated Teams;Establish and maintain integrated teams in the structure.建立集成团队；建立并维护集成团队结构中的团队。,Typical Work Products典型的工作产品1、团队领导人清单2、团队成员指派到各集成团队的清单3、集成团队规章4、用来评估集成团队绩效的度量5、定期的集成团队状况报告,常见提问：1、在哪里可以看到所有项目成员的名单？,SP 3.5 Ensure Collaboration among Interfacing Teams;Ensure collaboration among interfacing teams.确保接口团队间的合作；确保接口团队间的合作。,Typical Work Products典型的工作产品1、工作产品所有权协议2、团队工作计划3、承诺清单,常见提问：1、团队间的冲突怎样处理？,IPM常见问题,1、日常工作环境（软、硬）的说明 软件安装、使用说明,2、对过程资产库的贡献 要放到过程资产库 要浏览记录,3、协调冲突的记录 会议记录或者相关Mail,IPM重点,1、组建团队的过程记录,#要做这个PA，必须根据组织架构成立项目组，并明确工作，协调团队冲突,2、明确团队成员角色、职责,3、冲突处理过程,4、干系人参与,IPM需要准备的相关资料,1、集成团队工作指南。,2、冲突处理流程。,3、项目角色、职责模板。,4、干系人沟通文档（Mail，系统记录）。,