FocusPM为非项目经理应用英文课件.ppt

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1、WORLD-WIDEPROJECT MANAGEMENTMETHODOLOGYFocusPM,Applying FocusPM for Non-Project Managers,WORLD-WIDE Appl,Todays Topics Project Management Initiative History of Development Content and Strategy Required inputs to FocusPM Key Business Points Methodology Overview Benefits of FocusPM Why choose HP?,Focu

2、sPM: It will change the,Current State,The size and complexity of solution projects have been consistently growing Different result while delivered by different PM ( even excellent) Project Managers use methodologies inconsistently Best practices are not captured, shared, or reused The Project Manage

3、rs role, responsibility and authority are not clearly defined Client dissatisfaction and low profitability are issues in many projects,The size and complexity of,Future State,Projects are a major contributor to our profitability Clients perceive our Project Management as one of HPs competitive advan

4、tages The Project Manager is perceived as a highly desired job within HP with clear authority and responsibility to make projects a success Using a single global methodology and tools contribute to successful projects Knowledge capture and reuse greatly increase the effectiveness of our Project Mana

5、gers,Projects are a major contri,FocusPM为非项目经理应用英文课件,Project Management Initiative,Objective 2:Clearly define role and authority as well as measures, rewards, and scoping of Project Managers,Objective 3:Rapidly enhance our Project Management capability through development and hiring,Objective 1: Ena

6、ble the implementation of a consistent Project Management methodology world-wide,Objective 2:Objective 3:Obje,Role of Project Manager,Responsible for profitability (scope / terms & conditions / cost / schedule) of project Key role in selling process - qualifying project and recommending GO / NO GO A

7、ssesses and manages risk during selling and delivery process Manages project team during the project Manages relationship between clients and HP / partners / subcontractors Major relationship with CBM, CBL & Principal Consultant in pre-sales Drives the success of the project,Responsible for profitab

8、ility,PMs are Empowered to:,Have sole accountability for profitability of projects Have a major responsibility in the selling process Have authority to be the only manager of project delivery Have authority to be the major interface to client during the project Does NOT mean that Project Manager is

9、the most important person for project success - entire HP Team is important for project success,Have sole accountability for,WORLD-WIDEPROJECT MANAGEMENTMETHODOLOGYFocusPM,WORLD-WIDE,History of Development,Project Managers asked for a more professional methodology for planning and implementing proje

10、cts Based on previous principle (CPLC) & HP best practices November 1996 initial strategy,January 1998 Final ReviewWW Review Team,Project Managers aske,Compared to Previous Methodology,Is consistent with the Project Management Institutes (PMI & Prince2 standards) Incorporates HP best practices Provi

11、des rigor and detail in the planning phases Includes a robust toolkit in the planning and implementation phases Meets the need of Project Managers to manage increasingly larger and more complex projects,Is consistent with the Pr,Benefits of FocusPM,Improved HP bottom line by cutting losses on projec

12、ts Ensures consistent world-wide approach to client projects (will be used by HPC, ISBU, and OSD) Developed under leadership of global HPC/ ISBU Steering CommitteeIncorporates WW HPC/ ISBU best practices and industry standard Project Management methods and terminology (PMI and Prince2) Can be used f

13、or any type of project (Scaleable) Provides a full set of forms, tools and templatesIncludes a rigorous process for assessing / managing risk,Improved HP bottom line,Components of FocusPM,Guide, Manual and all Tool,Key Strategies,Consistent quality criteria and measures Knowledge sharing and re-use

14、(Project Snapshots) Sequence of activities and tasks (Bid Plan, Design, Plan, Propose, Negotiate) PM process measurements by phase, i.e., Quality Reviews Quality reviews - process and content (local process) PM Methodology for Project Managers Scaleable: Use on all projects,Key Strategies Consisten,

15、Review Criteria for each Tool / Output Quality reviews in each FocusPM Phase and Activity,Quality in FocusPM,Quality in FocusPM,FocusPM: Scaleable for All Projects,Very large, complex project,Small project,Medium-sized project,How?,FocusPM: Scaleable for Al,Methodology Structure of FocusPM,Phase,Act

16、ivity,Task,Process,Output* (Tools),Input,* Dont confuse Output with Client Deliverables,Methodology Structure of F,FocusPM Methodology Overview,2.1 Prepare Technical Solution2.2 Develop Project Scope Statement and WBS2.3 Develop Project Schedule2.4 Establish Project Resource Requirements2.5 Develop

17、Project Risk Management Plan2.6 Develop Additional Preliminary Project Plans2.7 Develop Project Budget2.8 Resolve Inconsistencies in Project Plan2.9 Perform Project Plan Quality Review2.10 Prepare and Present Client Proposal2.11 Perform Planning and Proposal Quality Review,Activities,3.1 Reach Agree

18、ment on Proposal3.2 Produce Final Proposal and Project Baseline3.3 Complete Contract3.4 Perform Selection Quality Review,Activities,4.1 Start Up Project4.2 Conduct Project ControlProject Plan ExecutionSchedule Tracking and ControlFinancial Tracking and ControlHuman Resources Mgt.Communications Mgt.Q

19、uality ControlRisk ManagementChange ControlConfiguration Mgt.Contract and Procurement Mgt.4.3 Implement SolutionManage to the Project Plan Project Teams Client Expectations Project DeliverablesPerform Client AcceptanceTransfer to Warranty and Support4.4 Close Project Implementation4.5 Perform Implem

20、entation Quality Review,Activities,5.1 Fulfil Warranty Commitments5.2 Perform Warranty Quality Review,Activities,6.1 Initiate Post-Warranty Support Services6.2 Perform Support Quality Review,Activities,1.1 Appoint Project Manager1.2 Estimate Bid Effort of Engagement1.3 Perform Quality Review of Enga

21、gement1.4 Request Authorisation to Bid,Activities,FocusPM Methodology Overview,Required Inputs(From Principal Consultants, Solution Consultants),ImprovedWin RatioandRepeatableBusiness,FocusPMMethodology,Local Authorisation FormOpportunity Investigation(AO, SBC, etc.)Request for Proposal (RFP)Invitat

22、ion to Quote (ITQ)Signed Risk Opportunity and Analysis Model (ROAM),ImprovedFocusPM,IT WILL CHANGE THE WAY WE DO BUSINESS - Jim Sherriff Following FocusPM is mandatory for PMs The Project Plan content is used in the proposal Planning components (Design and Project Plan) can be deliverable templates

23、in a consulting project HPs service methodologies (from FOIs) are included in the development of the WBS The Project Plan is the basis for the contract and becomes the Addendum to the contract - (Not the Proposal) New Roles and Responsibilities for PMs and others Scalability - all activities and tas

24、ks required,Key Business Points,IT WILL CHANGE THE WAY WE,If required resources are not available, PM escalates the issues and stops the project - Rescheduling occurs upon start-up Checkpoints in the FocusPM Bid Plan require management approval before proceeding,Bid Plan - PresalesProject Plan - Imp

25、lementationProposal - SubmissionClient negotiated proposal changesScope changes,Key Business Points,(Continued),Bid Plan - PresalesKey Busines,The Project Manager is responsible for,leading the delivery of large integrate solution and for key steps in the sale of solution overall project plan, budge

26、t, schedule, staffing. overall risk management and profitability making a recommendation to management (GO/NO GO decision) effectively applying the FocusPM Methodology to solution project,The Project Manager is respons,is the single point of contact with client is the Business Manager for the projec

27、t is accountable for the agreed-upon margin for the project manages all people resources on the project is accountable to Senior Manager must have all change control requests approved by HP Management and Client provides performance feedback on all project team members at major milestones and projec

28、t close-out - aligned with HP Consulting Couselee Review Process,During the Project, the Project Manager,During the Project, the,FocusPM Methodology Overview,2.1 Prepare Technical Solution2.2 Develop Project Scope Statement and WBS2.3 Develop Project Schedule2.4 Establish Project Resource Requiremen

29、ts2.5 Develop Project Risk Management Plan2.6 Develop Additional Preliminary Project Plans2.7 Develop Project Budget2.8 Resolve Inconsistencies in Project Plan2.9 Perform Project Plan Quality Review2.10 Prepare and Present Client Proposal2.11 Perform Planning and Proposal Quality Review,Activities,3

30、.1 Reach Agreement on Proposal3.2 Produce Final Proposal and Project Baseline3.3 Complete Contract3.4 Perform Selection Quality Review,Activities,4.1 Start Up Project4.2 Conduct Project ControlProject Plan ExecutionSchedule Tracking and ControlFinancial Tracking and ControlHuman Resources Mgt.Commun

31、ications Mgt.Quality ControlRisk ManagementChange ControlConfiguration Mgt.Contract and Procurement Mgt.4.3 Implement SolutionManage to the Project Plan Project Teams Client Expectations Project DeliverablesPerform Client AcceptanceTransfer to Warranty and Support4.4 Close Project Implementation4.5

32、Perform Implementation Quality Review,Activities,5.1 Fulfil Warranty Commitments5.2 Perform Warranty Quality Review,Activities,6.1 Initiate Post-Warranty Support Services6.2 Perform Support Quality Review,Activities,1.1 Appoint Project Manager1.2 Estimate Bid Effort of Engagement1.3 Perform Quality

33、Review of Engagement1.4 Request Authorisation to Bid,Activities,FocusPM Methodology Overview,Key Decision: - HPs Response to Client,InputLocal Authorisation FormOpportunity InvestigationRequest for Proposal (RFP)Invitation to Quote (ITQ)Risk and Opportunity Analysis Model (ROAM),OutputProject Manage

34、r AppointmentClient RequirementsProject Mission and ObjectivesBid PlanBid Quality ReviewLocal Authorisation Form,1.0 Initiation Phase - Overview,Objective: Manage HPs opportunity cost,Key Decision: - HPs Response to Client,Key Decision: InputOutputAc,1.1Appoint Project Manager,1.2Estimate BID Effort

35、,1.3Perform QualityReview of Engagement,1.4Request Authorisation to Bid,Engagement Opportunity,Planning andProposal,Activity 1.1Appoint Project Manager,Task 1.1.1Select Project Manager,Task 1.1.3Review Project Requirements,Task 1.1.2Establish Project File,Local Authorisation FormOpportunity Investig

36、ationRequest for Proposal (RFP) or Invitation to Quote (ITQ)Risk & Opportunity Analysis Model (ROAM) HPC Form,1.1.1Project Manager EngagementPMT5200Letter and Project Charter,1.1.2Project FilePMC1250,1.1.3Client RequirementsPMT1080,1.1.2Project File - EstablishedPMC1250,1.1.1Project Manager Engageme

37、ntPMT5200Letter and Project Charter,Input,OutputTools,1.0 Initiation Phase,1.11.21.31.4Engagement Plannin,Project Initiation Phase,Project Initiation Phase,1.1Appoint Project Manager,1.2Estimate BID Effort,1.3Perform QualityReview of Engagement,1.4Request Authorisation to Bid,Engagement Opportunity,

38、Planning andProposal,Activity 1.2Estimate Bid Effort,Task 1.2.1Complete Project Mission and Objectives,Task 1.2.2Develop Bid Plan,1.1.3Client RequirementsPMF1080,1.1.3Client RequirementsPMF10801.2.1Project Mission and ObjectivesPMT1100,1.2.2Bid PlanPMT1200,1.2.1 Project Mission and ObjectivesPMT1100

39、,Input,OutputTools,1.0 Initiation Phase,1.11.21.31.4Engagement Plannin,1.1Appoint Project Manager,1.2Estimate BID Effort,1.3Perform QualityReview of Engagement,1.4Request Authorisation to Bid,Engagement Opportunity,Planning andProposal,Activity 1.3Perform Quality Review of Engagement,Input,OutputToo

40、ls,Task 1.3.1Review Project Documentation,Task 1.3.2Perform Quality Review,1.1.2Project FilePMC12501.1.3Client RequirementsPMF10801.2.1Project Mission and ObjectivesPMT11001.2.2Bid PlanPMT1200,1.1.2Project FilePMC12501.2.1Project Mission and ObjectivesPMT11001.2.2Bid PlanPMT1200,1.3.2Quality Review

41、- MinutesPMF6051,1.3.1 Documentation Review,1.0 Initiation Phase,1.11.21.31.4Engagement Plannin,1.1Appoint Project Manager,1.2Estimate BID Effort,1.3Perform QualityReview of Engagement,1.4Request Authorization to Bid,Engagement Opportunity,Planning andProposal,Activity 1.4Request Authorization to Bi

42、d,Task 1.4.1Present Recommendation for Approval,Task 1.4.3Establish Bid Team,Task 1.4.2Update Project File,1.2.1Project Mission and ObjectivesPMT1100 1.2.2Bid PlanPMT12001.3.2Quality Review - MinutesPMF6051,1.1.2Project FilePMC12501.4.1Local Authorisation,1.2.2Bid PlanPMT12001.4.1Local Authorisation

43、,1.4.3Internal/External Resources- Bid TeamPMF5100,1.4.2Project File - UpdatedPMC1250,1.4.1 Local Authorisation,Input,OutputTools,1.0 Initiation Phase,1.11.21.31.4Engagement Planni,Highlights of Initiation Phase,Project Mission and Objective Project Background Project Objective (Client) Critical Suc

44、cess Factor Exclusions Key milestones Constrain HP Objectives,Highlights of Initiation Phase,Risk Management begins in the Initiation Phase and continues throughout the other phases: Sales team completes Risk and Opportunity Analysis Model (ROAM) Stresses value of formalized risk assessment process

45、versus gut feeling Stresses control and profitability,Good decision: Improved win/loss ratio No bad projects!,Highlights of Initiation Phase(Continued),Risk Management begins in the,The Project Manager: Is assigned early in the process Reviews sales information on client and project Creates Project

46、Mission and Objectives Develops Bid Plan Recommends next step May have an additional project review with client,Highlights of Initiation Phase,(Continued),The Project Manager:Highlight,As input to Phase 1, the Sales Team: Develops sales vision Conducts client evaluation Qualifies the Client: - Finds

47、 assurances that client can afford the solution - Determines whether client vision is compatible with HP mission Develops initial risk analysis (ROAM),Highlights of Initiation Phase,(Continued),As input to Phase 1, the Sales,1 out of 10 projects progress from Initiation Phase to Planning and Proposa

48、l Phase 3 out of 4 projects in the Planning and Proposal Phase progress to the Selection Phase 4 out of 5 projects in the Selection Phase progress to the Implementation Phase,Success Story: UK HP Consulting,Success Story: UK HP Consulti,Overview of Initiation Phase,KeyDecisions,ReviewPoints,Selectio

49、n of Project Manager (1.1.1),Bid Recommendation (1.4.1),Quality Review of Engagement (1.3),Overview of Initiation PhaseK,InputApproved Bid PlanLocal Authorisation FormClient InformationClient RequirementsProject InformationService Methodologies,OutputSolution DesignScope of WorkProject Plan (Includi

50、ng Risk Plan, Support Plan, and Warranty Plan)Project FileLocal Pricing WorksheetClient ProposalLocal Authorisation FormProject Plan/Proposal Quality Review,Objective: Design solution, develop project plan, and present a winning proposal,2.0 Planning and Proposal Phase - Overview,Key Decisions: - De