hp公司项目管理资料

《hp公司项目管理资料》由会员分享，可在线阅读，更多相关《hp公司项目管理资料（59页珍藏版）》请在装配图网上搜索。

1、WORLD-WIDEPROJECT MANAGEMENTMETHODOLOGYFocusPM Applying FocusPM for Non-Project ManagersInitiation Phase Planning and Proposal PhaseSupport Phase Selection PhaseImplementation PhaseWarranty Phase年度财务状况分析 Todays Topicsn Project Management Initiativen History of Developmentn Content and Strategy n Req

2、uired inputs to FocusPMn Key Business Points n Methodology Overviewn Benefits of FocusPMn Why choose HP?FocusPM: It will change the way we do business.Jim Sherriff Current Staten The size and complexity of solution projects have been consistently growingn Different result while delivered by differen

3、t PM ( even excellent) n Project Managers use methodologies inconsistently n Best practices are not captured, shared, or reused n The Project Managers role, responsibility and authority are not clearly defined n Client dissatisfaction and low profitability are issues in many projects Future Staten P

4、rojects are a major contributor to our profitabilityn Clients perceive our Project Management as one of HPs competitive advantages n The Project Manager is perceived as a highly desired job within HP with clear authority and responsibility to make projects a successn Using a single global methodolog

5、y and tools contribute to successful projects n Knowledge capture and reuse greatly increase the effectiveness of our Project Managers Project Management Initiative Objective 2: n Clearly define role and authority as well as measures, rewards, and scoping of Project ManagersObjective 3:n Rapidly enh

6、ance our Project Management capability through development and hiringObjective 1:n Enable the implementation of a consistent Project Management methodology world-wide Role of Project Managern Responsible for profitability (scope / terms & conditions / cost / schedule) of projectn Key role in selling

7、 process - qualifying project and recommending GO / NO GO n Assesses and manages risk during selling and delivery process n Manages project team during the projectn Manages relationship between clients and HP / partners / subcontractors n Major relationship with CBM, CBL & Principal Consultant in pr

8、e-salesn Drives the success of the project PMs are Empowered to:n Have sole accountability for profitability of projectsn Have a major responsibility in the selling processn Have authority to be the only manager of project delivery n Have authority to be the major interface to client during the proj

9、ect Does NOT mean that Project Manager is the most important person for project success - entire HP Team is important for project success WORLD-WIDEPROJECT MANAGEMENTMETHODOLOGYFocusPMInitiation Phase Planning and Proposal PhaseSupport Phase Selection PhaseImplementation PhaseWarranty Phase History

10、of Developmentn Project Managers asked for a more professional methodology for planning and implementing projects nBased on previous principle (CPLC) & HP best practices n November 1996 initial strategy,January 1998 Final ReviewnWW Review Team Compared to Previous MethodologyH Is consistent with the

11、 Project Management Institutes (PMI & Prince2 standards)H Incorporates HP best practicesH Provides rigor and detail in the planning phasesH Includes a robust toolkit in the planning and implementation phases H Meets the need of Project Managers to manage increasingly larger and more complex projects

12、 Benefits of FocusPMH Improved HP bottom line by cutting losses on projectsH Ensures consistent world-wide approach to client projects (will be used by HPC, ISBU, and OSD)H Developed under leadership of global HPC/ ISBU Steering CommitteeHIncorporates WW HPC/ ISBU best practices and industry standar

13、d Project Management methods and terminology (PMI and Prince2)H Can be used for any type of project (Scaleable)H Provides a full set of forms, tools and templates HIncludes a rigorous process for assessing / managing risk Components of FocusPM Guide, Manual and all Tools on the Web Continuous Improv

14、ement accessed through the Web Web based Knowledge Sharing (Project Snapshots and Best Practices) Documentation Management System (under investigation) n Documentation Methodology Guide (Phases / Activities / Tasks) Reference Manual (Processes and Techniques) Toolkit (Forms, Templates and Examples)

15、Quick Reference Card (Quick Overview)n Electronic Tools n Training and Communication Applying FocusPM for Project Managers - 2 days Applying FocusPM for Non-Project Managers - 1/2 day Internal Presentations for HPC and Sales External slide set Sales slide set Web based training - Qtr 3 (Virtual Univ

16、ersity) Key Strategiesn Consistent quality criteria and measuresn Knowledge sharing and re-use (Project Snapshots)n Sequence of activities and tasks (Bid Plan, Design, Plan, Propose, Negotiate)n PM process measurements by phase, i.e., Quality Reviews n Quality reviews - process and content (local pr

17、ocess)n PM Methodology for Project Managersn Scaleable: Use on all projects n Review Criteria for each Tool / Outputn Quality reviews in each FocusPM Phase and ActivityQuality in FocusPM FocusPM: Scaleable for All ProjectsVery large, complex project Small projectMedium-sized project How?Initiation P

18、hase Planning and Proposal PhaseSupport Phase Selection PhaseImplementation PhaseWarranty Phase Methodology Structure of FocusPMPhaseActivityTaskProcess Output* (Tools)Input * Dont confuse Output with Client Deliverables FocusPM Methodology Overview 2.1 Prepare Technical Solution2.2 Develop Project

19、Scope Statement and WBS2.3 Develop Project Schedule2.4 Establish Project Resource Requirements2.5 Develop Project Risk Management Plan2.6 Develop Additional Preliminary Project Plans 2.7 Develop Project Budget2.8 Resolve Inconsistencies in Project Plan2.9 Perform Project Plan Quality Review2.10 Prep

20、are and Present Client Proposal2.11 Perform Planning and Proposal Quality Review Activities 3.1 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 ControllProject Plan

21、Execution lSchedule Tracking and ControllFinancial Tracking and ControllHuman Resources Mgt.lCommunications Mgt.lQuality ControllRisk ManagementlChange Control lConfiguration Mgt.lContract and Procurement Mgt.4.3 Implement SolutionlManage to the Project Plan Project Teams Client Expectations Project

22、 Deliverables lPerform Client AcceptancelTransfer to Warranty and Support4.4 Close Project Implementation4.5 Perform Implementation Quality Review Activities 5.1 Fulfil Warranty Commitments5.2 Perform Warranty Quality ReviewActivities 6.1 Initiate Post-Warranty Support Services6.2 Perform Support Qu

23、ality ReviewActivities1.1 Appoint Project Manager1.2 Estimate Bid Effort of Engagement1.3 Perform Quality Review of Engagement1.4 Request Authorisation to BidActivitiesPHASE 1.0INITIATION 2.0PLANNING ANDPROPOSAL 3.0SELECTION 4.0IMPLEMENTATION 5.0WARRANTY 6.0SUPPORT Required Inputs(From Principal Con

24、sultants, Solution Consultants) ImprovedWin RatioandRepeatableBusiness FocusPMMethodology Local Authorisation FormOpportunity Investigation(AO, SBC, etc.)Request for Proposal (RFP)Invitation to Quote (ITQ)Signed Risk Opportunity and Analysis Model (ROAM) IT WILL CHANGE THE WAY WE DO BUSINESS - Jim S

25、herriffn Following FocusPM is mandatory for PMsn The Project Plan content is used in the proposaln Planning components (Design and Project Plan) can be deliverable templates in a consulting projectn HPs service methodologies (from FOIs) are included in the development of the WBSn The Project Plan is

26、 the basis for the contract and becomes the Addendum to the contract - (Not the Proposal) n New Roles and Responsibilities for PMs and othersn Scalability - all activities and tasks requiredKey Business Points n If required resources are not available, PM escalates the issues and stops the project -

27、 Rescheduling occurs upon start-upn Checkpoints in the FocusPM Bid Plan require management approval before proceeding -Bid Plan - Presales-P ject Plan - Implementation-Proposal - Submission-Client negotiated proposal changes-Scope changesKey Business Points(Continued) The Project Manager is responsi

28、ble forn leading the delivery of large integrate solution and for key steps in the sale of solution n overall project plan, budget, schedule, staffing. n overall risk management and profitability n making a recommendation to management (GO/NO GO decision)n effectively applying the FocusPM Methodolog

29、y to solution project n is the single point of contact with client n is the Business Manager for the projectn is accountable for the agreed-upon margin for the project n manages all people resources on the projectn is accountable to Senior Managern must have all change control requests approved by H

30、P Management and Clientn provides performance feedback on all project team members at major milestones and project close-out - aligned with HP Consulting Couselee Review Process During the Project, the Project Manager FocusPM Methodology Overview 2.1 Prepare Technical Solution2.2 Develop Project Sco

31、pe Statement and WBS2.3 Develop Project Schedule2.4 Establish Project Resource Requirements2.5 Develop Project Risk Management Plan2.6 Develop Additional Preliminary Project Plans 2.7 Develop Project Budget2.8 Resolve Inconsistencies in Project Plan2.9 Perform Project Plan Quality Review2.10 Prepare

32、 and Present Client Proposal2.11 Perform Planning and Proposal Quality Review Activities 3.1 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 ControllProject Plan Exe

33、cution lSchedule Tracking and ControllFinancial Tracking and ControllHuman Resources Mgt.lCommunications Mgt.lQuality ControllRisk ManagementlChange Control lConfiguration Mgt.lContract and Procurement Mgt.4.3 Implement SolutionlManage to the Project Plan Project Teams Client Expectations Project De

34、liverables lPerform Client AcceptancelTransfer to Warranty and Support4.4 Close Project Implementation4.5 Perform Implementation Quality Review Activities 5.1 Fulfil Warranty Commitments5.2 Perform Warranty Quality ReviewActivities 6.1 Initiate Post-Warranty Support Services6.2 Perform Support Quali

35、ty ReviewActivities1.1 Appoint Project Manager1.2 Estimate Bid Effort of Engagement1.3 Perform Quality Review of Engagement1.4 Request Authorisation to BidActivitiesPHASE 1.0INITIATION 2.0PLANNING ANDPROPOSAL 3.0SELECTION 4.0IMPLEMENTATION 5.0WARRANTY 6.0SUPPORT Key Decision: - HPs Response to Clien

36、t InputLocal Authorisation FormOpportunity InvestigationRequest for Proposal (RFP)Invitation to Quote (ITQ)Risk and Opportunity Analysis Model (ROAM) OutputProject Manager AppointmentClient RequirementsProject Mission and ObjectivesBid PlanBid Quality ReviewLocal Authorisation FormActivities1.1 Appo

37、int Project Manager1.2 Estimate Bid Effort1.3 Perform Quality Review of Engagement1.4 Request Authorisation to Bid1.0INITIATION 2.0PLANNING ANDPROPOSAL 3.0SELECTION 4.0IMPLEMENTATION 5.0WARRANTY 6.0SUPPORT1.0 Initiation Phase - OverviewObjective: Manage H Ps opportunity cost Key Decision: - HPs Resp

38、onse to Client 1.1Appoint Project Manager 1.2Estimate BID Effort 1.3Perform QualityReview of Engagement 1.4Request Authorisation to BidEngagement Opportunity Planning andProposalActivity 1.1 Appoint Project ManagerTask 1.1.1Select Project ManagerTask 1.1.3Review Project RequirementsTask 1.1.2Establi

39、sh Project FileLocal Authorisation FormOpportunity InvestigationRequest for Proposal (RFP) or Invitation to Quote (ITQ)Risk & Opportunity Analysis Model (ROAM) HPC Form1.1.1 Project Manager Engagement PMT5200Letter and Project Charter1.1.2 Project File PMC1250 1.1.3 Client Requirements PMT10801.1.2

40、Project File - Established PMC12501.1.1 Project Manager Engagement PMT5200Letter and Project CharterInput Output Tools 1.0 Initiation Phase TaskID ToolID Document Name1.1.1 Local Request for Proposal or Invitation to Quote 1.1.1 Local Opportunity Investigation1.1.1 Local Solution Business Case (A0,

41、A1, etc.)1.1.1 HPC Form Risk and Opportunity Analysis Model1.1.1 PMT5200 Project Manager Engagement Letter and Project Charter1.1.3 PMF1080 Client Requirements Log1.2.1 PMT1100 Project Mission and Objectives1.2.2 PMT1200 Bid Plan 1.3.2 PMF6051 Quality Review - Minutes1.4.1 Local Local Authorisation

42、to Develop Proposal1.4.2 PMC1250 Project File - Updated1.4.3 PMF5100 Internal/External Resources (Bid Team) Project File in Initiation Phase 1.1Appoint Project Manager 1.2Estimate BID Effort 1.3Perform QualityReview of Engagement 1.4Request Authorisation to BidEngagement Opportunity Planning andProp

43、osalActivity 1.2 Estimate Bid EffortTask 1.2.1Complete Project Mission and ObjectivesTask 1.2.2Develop Bid Plan1.1.3 Client Requirements PMF10801.1.3 Client Requirements PMF10801.2.1 Project Mission and Objectives PMT1100 1.2.2 Bid Plan PMT12001.2.1 Project Mission and Objectives PMT1100Input Output

44、 Tools 1.0 Initiation Phase 1.1Appoint Project Manager 1.2Estimate BID Effort 1.3Perform QualityReview of Engagement 1.4Request Authorisation to BidEngagement Opportunity Planning andProposalActivity 1.3 Perform Quality Review of EngagementInput Output ToolsTask 1.3.1Review Project DocumentationTask

45、 1.3.2Perform Quality Review1.1.2 Project File PMC12501.1.3 Client Requirements PMF10801.2.1 Project Mission and Objectives PMT11001.2.2 Bid Plan PMT12001.1.2 Project File PMC12501.2.1 Project Mission and Objectives PMT11001.2.2 Bid Plan PMT1200 1.3.2 Quality Review - Minutes PMF60511.3.1 Documentat

46、ion Review 1.0 Initiation Phase 1.1Appoint Project Manager 1.2Estimate BID Effort 1.3Perform QualityReview of Engagement 1.4Request Authorization to BidEngagement Opportunity Planning andProposalActivity 1.4 Request Authorization to BidTask 1.4.1Present Recommendation for ApprovalTask 1.4.3Establish

47、 Bid TeamTask 1.4.2Update Project File1.2.1 Project Mission and Objectives PMT1100 1.2.2 Bid Plan PMT12001.3.2 Quality Review - Minutes PMF60511.1.2 Project File PMC12501.4.1 Local Authorisation1.2.2 Bid Plan PMT12001.4.1 Local Authorisation 1.4.3 Internal/External Resources- Bid TeamPMF51001.4.2 Pr

48、oject File - Updated PMC12501.4.1 Local AuthorisationInput Output Tools 1.0 Initiation Phase Highlights of Initiation PhaseProject Mission and Objectiven Project Backgroundn Project Objective (Client)n Critical Success Factor n Exclusionsn Key milestonesn Constrainn HP Objectives Risk Management beg

49、ins in the Initiation Phase and continues throughout the other phases:n Sales team completes Risk and Opportunity Analysis Model (ROAM)n Stresses value of formalized risk assessment process versus gut feeling n Stresses control and profitabilityGood decision:n Improved win/loss ration No bad project

50、s!Highlights of Initiation Phase(Continued) The Project Manager:n Is assigned early in the processn Reviews sales information on client and projectn Creates Project Mission and Objectives n Develops Bid Plann Recommends next stepn May have an additional project review with clientHighlights of Initia

51、tion Phase(Continued) As input to Phase 1, the Sales Team:n Develops sales visionn Conducts client evaluationn Qualifies the Client: - Finds assurances that client can afford the solution - Determines whether client vision is compatible with HP mission n Develops initial risk analysis (ROAM)Highligh

52、ts of Initiation Phase(Continued) n 1 out of 10 projects progress from Initiation Phase to Planning and Proposal Phasen 3 out of 4 projects in the Planning and Proposal Phase progress to the Selection Phase n 4 out of 5 projects in the Selection Phase progress to the Implementation PhaseSuccess Stor

53、y: UK HP Consulting Overview of Initiation PhaseKeyDecisionsReviewPoints H Selection of Project Manager (1.1.1)H Bid Recommendation (1.4.1)H Quality Review of Engagement (1.3) 1.0INITIATION 2.0PLANNING ANDPROPOSAL 3.0SELECTION 4.0IMPLEMENTATION 5.0WARRANTY 6.0SUPPORTActivities2.1 Prepare Technical S

54、olution2.2 Develop Project Scope Statement and WBS2.3 Develop Project Schedule 2.4 Establish Project Resource Requirements2.5 Develop Project Risk Management Plan2.6 Develop Additional Preliminary Project Plans2.7 Develop Project Budget2.8 Resolve Inconsistencies in Project Plan2.9 Perform Project P

55、lan Quality Review2.10 Prepare and Present2.11 Perform Planning and Proposal Quality ReviewInputApproved Bid PlanLocal Authorisation FormClient InformationClient RequirementsProject InformationService Methodologies OutputSolution DesignScope of WorkProject Plan (Including Risk Plan, Support Plan, an

56、d Warranty Plan)Project FileLocal Pricing WorksheetClient ProposalLocal Authorisation FormProject Plan/Proposal Quality ReviewObjective: Design solution, develop project plan, and present a winning proposal 2.0 Planning and Proposal Phase - Overview Key Decisions: - Design - MOC Inclusions - Risk -

57、Scope - Project Plan - ERP 2.2Develop Project Scope Statement + WBS 2.3Develop Project Schedule 2.4Establish Project Resource Requirements 2.5Develop Project Risk Management PlanInitiationPhase Planning andProposal(continued Part 2)Activity 2.1Prepare Technical SolutionTask 2.1.1 Review Client Requi

58、rements Task 2.1.7Determine Service Methodologiesand Knowledge for Reuse Task 2.1.2Evaluate Management of Change2.1.2 Client Requirements - Management of Change PMF10801.2.1 Project Mission and Objectives PMT11001.2.2 Bid Plan PMT12002.1.3 Client Requirements PMF10801.2.1 Project Mission and Objecti

59、ves PMT11002.1.3 Client Requirements PMF10802.1.4 Internal/External Resources - Third Party PMF5100 2.1.5 Internal/External Resources - Subcontractor PMF5100 2.1.5 Internal/External Resources - Subcontractor PMF51002.1.5 Subcontractor Qualification PMT56002.1.4 Internal/External Resources - Third Pa

60、rty PMF51002.1.2 Client Requirements - Management of Change PMF1080 Input Output Tools2.1Prepare Technical Solution1.2.1 Project Mission and Objectives PMT11001.2.2 Bid Plan PMT12002.1.3 Client Requirements PMF10801.1.3 Client Requirements PMF10801.2.1 Project Mission and Objectives PMT11001.2.2 Bid

61、 Plan PMT1200 2.1.3 Client Requirements PMF10802.1.4 Internal/External Resources - Third Party PMF51002.1.5 Internal/External Resources - Subcontractor PMF51002.1.6 Project Mission and Objectives PMT1100 Task 2.1.3Review with ClientTask 2.1.4Select Third-Party Productsand ServicesTask 2.1.5Select Su

62、bcontractorTask 2.1.6Update Project Missionand ObjectivesTask 2.1.8Design Client Solution 2.1.3 Client Requirements - Reviewed PMF1080 2.1.1 Client Requirements - Solution Requirements PMF1080 2.1.7 Service Methodologies PMF13002.1.6 Project Mission and Objectives PMT11002.1.8 Solution Design PMT135

63、02.1.7 Service Methodologies PMF1300 2.1 Prepare Technical Solution 2.2 Develop Project Scope Statement and WBSn Concise definition of the project objectivesn Overview of the end product, service, or system deliverablesn Detailed description of the size, type, quantity and other pertinent characteri

64、stics of deliverable components n Solution Design overviewn Project Milestonesn Definition of HP and client responsibilitiesn Warranty and support requirementsn Project exclusionsn Description of scope change process 2.2.4 Develop Work Breakdown StructureSample Project1.0 Delivery1.3Hardware1.1 Soft

65、ware1.2 Shipping1.3.1 Installation1.3.2Design1.2.1Design1.1.1 Testing1.3.2.1Develop1.2.2Build1.1.2Test1.1.2.1 Document1.2.1.1 Test1.2.2.1n Clearly defined in terms of qualityn Aligned with one resource or resource groupn Estimated and tracked cost and timeline 2.3 Develop Project Schedule Effort and

66、 Duration estimates consist of the time available to complete the task and the resources required to complete the task within the available time frame. Task dependencies establish the relationship between tasks. They can include SF-Start to Finish, SS-Start to Start, FF-Finish to Finish and FS-Finish to Start. Lead and Lag relationships are common . Milestones represent significant events in the project life cycle.Effort/Duration Task Dependencies Milestones 2.4 Establish Project Resource Requir