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1、Topic 2PROJECT MANAGER+PROJECT ORGANIZATIONNov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,I. The Nature of Manmodel about human behaviorNov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,Understandi
2、ng human behavior is fundamental to understanding how organizations function, whether are profit-making firms, non-profit enterprises, or government agencies.Understanding human behavior is also the fundamental to understanding how person act - game.We will mainly focus on REMM.Nov.28,2001世纪培训网世纪培训网
3、() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,REMMResourceful, Evaluative, Maximizing ModelPostulates 1-4Nov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,Postulate 1Every individual cares, he or she is an evaluator.1
4、) The individual cares about almost everything, knowledge, independent,etc2) REMM is always willing to make tradeoffs and substitutions.3) Individual preferences are transitive.Nov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,Postulate 2Each individ
5、uals wants are unlimited1) If we designate those things that REMM values positively as GOODS, then he or she prefers more goods to less, GOODS can be anything from art objects to ethical norms.2) REMM cannot be satiated. He or she always wants more of some things, material goods/intangible goodsNov.
6、28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,Postulate 3Each individual is a maximizer:He or she acts so as to enjoy the highest level of value possible. Individuals are always constrained in satisfying their wants-wealth, time, physical laws of nat
7、ure, limits of their own knowledge about various goods and opportunities, etc can be the constrains-opportunity set-be given and external.Nov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,Postulate 4The individual is resourceful:Individuals are creat
8、ive. They are able to conceive of change in their environment, foresee the consequences thereof, and respond by creating new opportunities-the limitation is is not immutable. Human beings are not only capable of learning new opportunity, they also engage in resourceful, creative activities that expa
9、nd their opportunities in various ways.Nov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,REMMs at work:Think about the effects of newly imposed constrains to human behavior. REMMs response to a new constrains is to begin searching for substitutes for
10、 what is now constrained, a search that is not restricted to existing alternatives. They will invent alternatives that did not previously exist. Examples. Nov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,REMM means there are no “needs”-individual is
11、 always willing to make tradeoffs, willing to substitute-willing to give up a sufficient small amount of any good for sufficient large amount of other goods(in his or her own sense).There are no need, there only wants, desires. demands. If something is more costly, less will be demanded, than if it
12、were cheaper. -Cost/benefit analysis.Nov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,Keep in mind:Almost all the people in the world act as REMMs, REMMs are everywhere - GAME between different parties-Try to understand what do your counter-party re
13、ally want. Nov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,II. Project Managers RoleNov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,ObjectivesIDENTIFY:What a project manager isWhy a project manage
14、r is neededHow to perform the role of a project managerWhen a project manager will play a key role in the project Nov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,Project manager-DefinitionA project manager is an individual responsible for: Planning
15、 and organizing Controlling and directing the day-to-day activities of a project(s) Delivering the project objectives to Sponsor and Steering CommitteeNov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,A. Planning and Organizing1 Planning 1)The techni
16、cal activities of the project that will produce the projects objectives:(1) team members activities; (2)schedule of the project deliverables.2) The financial objectives of the project is based on the business case:(1)revenue from deliverables delivered to the client;(2) cost of team members labor;(3
17、)cost of deliverables from suppliers;(4)all other project related costNov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,2. Organizing1) The project team,roles and responsibilities for all team members2) The project documentation: (1) contract file;(2
18、) project plans;(3)project procedures; (4)financial documentation: invoices to clients; invoices from suppliers; (5)correspondenceNov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,B. Controlling Managing the risk factors of the projectManaging the ch
19、anges to the projectManaging the issues and problems during the projectTracking the technical performance of the project- schedule, qualityTracking the financial performance of the projectTracking the suppliers performance against their contractTracking the client satisfactionManaging the morale of
20、the project teamNov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,Why have a project managerProject managers value-enhance the probability of a project:-with quality products-that is on schedule-that completes within budget-with a satisfied client-th
21、at leads to follow-on businessNov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,How do you do it1. Follow defined processes that enable you to PLAN and MANAGE the project2. Identify the SKILLS required for a good project manager: match those with the
22、 ones you possess; develop missing skills3. GAIN EXPERIENCE, do it in small steps: go from a small project to a larger one and so on until you are managing large multi-year complex projects.Nov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,1. Follow
23、defined processes that enable you to PLAN and MANAGE the project1). Planning Processes Develop a Work Breakdown Structure(WBS)-include items to contain riskDevelop the networkEstimate cost & effortCreate a scheduleRepeat as necessaryNov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jian
24、g, Guanghua School of Management,2) Managing ProcessesRisk management processException management processConduct project review(s)Project tracking process3) Fits the planning and managing processes together Nov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Mana
25、gement, Nov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,2. Skills RequirementA very good understanding and awareness of the businessExperience managing projects through the project implementation life cycleFluent communicatorAbility to manage peopl
26、e and motivate them to deliver according to rigorous, often punishing, timetablesNov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,An understanding and solid appreciation of business planning and strategy techniquesAbility to understand and implement
27、 change management programsBe IT literate and fully conversant with the advantages that IT might bring to a planned program of changeUnderstand concepts of risk management and be able to execute itAbility to manage client expectations while retaining alignment over evolving business needsNov.28,2001
28、世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,Characteristics of a good managerCommunicatorOrganizedPlannerTakes responsibilityManage expectationProblem analyzerRecognized leaderConfidentAggressiveCreative problem solverConsistentFlexibleCheer leaderPsychia
29、tristLeadershipTeam builderCoordinatorFacilitatorPeople orientedMotivatorNov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,Characteristics of a good managerSense of humorUnderstands userProven track recordSkills assessorGoal orientedEmpatheticRisk ta
30、kerRealisticGood business personProfit drivenNov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,When does it StartWhen does a project manager get involved?When an opportunity to do business with a customer is identifiedThis is during the Customer Rela
31、tionship Management (CRM), Solution Design processNov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,CRM Solution DesignThe business process that manages an opportunity to do business with a customerDuring this process a solution for the identified op
32、portunity is developedThis process starts when the opportunity is identified and is carried on until the customer signs a contract or rejects the proposal for the solutionNov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,Phases of the CMR solution De
33、signThe following are the phases of the CMR Solution Design: Reviewing the opportunity Defining the solution Creating a proposal Obtaining customer approvalNov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,CMR Solution Design ProjectDuring this proje
34、ct there is a need for an individual who will be responsible for: -Planing the Solution Design project -Organizing the team and resources for the project -Directing and managing the day-to-day activities -Delivering the project objectives and proposal to the customer This individual is a project man
35、agerNov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,Solution Delivery ProjectOnce the customer signs the contract the Solution Delivery project will startDuring this project there is a need for an individual who will be responsible for: -Planning t
36、he Solution Delivery project -Directing and managing the day-to-day activities -Organizing the team and resources -Delivering the project objectives and solutionThis individual is a project managerNov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,Pro
37、ject Management Starts?Project management starts at the beginning and stops at the end startup manage closecautionstopOne wayNov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,BaselineThe Solution Design and Solution Delivery have one other thing in c
38、ommon-A BaselineA Baseline is a position or statement from which change is identifiedNov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,Baseline(continue)In Solution Design the starting baseline is the identified customer requirements-This baseline wi
39、ll grow and change as the requirements and solution are refinedIn Solution Delivery the starting baseline consists of the contract,proposal,etc.-This baseline will also change and grow throughout the life cycle of the projectNov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guang
40、hua School of Management,Baseline: business caseOne of the key documents of that is a baseline at the start of the Solution Delivery is a business case:Business case is: a document justifying the project in financial term; The document usually contains the projected costs(to develop and run), and th
41、e business benefit that the sponsor is delivering to the sponsoring org.Nov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,Summary A project manager is a full time jobThe job has many responsibilities:.With the many responsibilities also comes many re
42、wardsThe role of project manager is the key to the success of a projectMost projects fail not because of technical reasons but because of a lack of project managementNov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management, Nov.28,2001世纪培训网世纪培训网() 国内最全的管理培训
43、信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,III. Roles of the Project TeamNov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,ObjectivesDescribe the project organizationIdentify project team members and their responsibilities Ide
44、ntify project management responsibilitiesNov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,Nov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,Information Services (IS)ManagementOversee the progress of
45、the project ScheduleCostUser satisfactionProject management support groupsNov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,IS Management-Support GroupsProject AssuranceLegalUser organizationsTechnicalProduct SafetyOther internal organizationsOther e
46、xternal organizationsNov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,User Project ManagerProvides information,data,decisions and approvals to the project teamMonitors and reports on progress to upper user managementHelps resolve project issuesParti
47、cipates in project teamMonitors and reports on progress to upper user managementHelps resolve project issuesParticipates in project status meetingsWith the Project Manager,administers the project change control procedureHelps resolves deviations from project plansNov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和
48、资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,Project ManagerOverall project responsibilityEstablishes project work plans,estimates and schedulesEstablishes project staffing requirementsEstablishes project training requirementsConducts project planning and project status meetingsTr
49、acks and reports project progress,including schedules and work productsTakes corrective action when neededNov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,Project ManagerPrepares and delivers project status reportsEstablishes and administers the cha
50、nge control procedurePrepares and makes presentations at project reviewsInterfaces with the User Project Manager and obtains agreement when necessaryNov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,System ArchitectAssists the Project Manager in defi
51、ning,estimating and planning tasksCoordinates development of interfaces between other teams,applications,systems,etc.Participates in data base design and technical reviews Prepares project proceduresProvides technical guidance to team membersNov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wa
52、njun Jiang, Guanghua School of Management,System ArchitectEstablishes guidelines,standards and procedures for format and content of work products (e.g.,reviews work products produced by team members )Coordinates walk-through and user review meetingsEvaluates and develops estimates for project change
53、 requestsNov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,System architectParticipates in status meetings and project reviewsResolves technical issuesParticipates in technical design reviewsProvides inputs to test planReviews system test cases for c
54、ompleteness and accuracySelectively reviews test results to ensure the quality of testingNov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,Project librarianMaintains the project documents library and logsMaintains the correspondence filesMay assist w
55、ith the entry of weekly input into the project tracking systemAssists with clerical supportKey participant within project control office(PCO)Nov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,Test coordinatorPrepares the test plan, including guideline
56、s for preparation of: function list test scripts test cases test dataEstablishes the system test software environment and proceduresMonitors the running and review of test casesNov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,Test coordinatorMonitor
57、s the development of the system test function list for accuracy and completenessCoordinates and provides guidance to the User Analysts in the preparation of: test scripts test cases test data expected test resultsMaintains problem reports and problem logNov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管
58、理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,Test coordinatorFollows up on problems reported to ensure that problems are being fixed within the established time periodCommunicates major problems and solutions to all project team membersMaintains the system test progress report, tracks and r
59、eports test statusNov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,Team leader(1)Assists the project manager and system architect in defining and estimating tasks for project planDefines, estimates and assigns tasks to team membersPlans, tracks and
60、reports the teams progress against schedulesProvides technical leadership to team memberParticipates in user review meetingsNov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,Team leader(2)With the system architect, evaluates project change requestHas
61、 primary responsibility for the problem and issues processParticipates in project reviewsAct as the primary contact with technical support personnelReviews the team members work products, and participates in walkthroughsNov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua S
62、chool of Management,Team member(1)Assists the team leader in defining and estimating tasksDocuments requirements and prepares assigned parts of the Requirements, External and internal design reports according to established guidelinesPrepares test cases, scripts and data according to the test planCo
63、nducts system test according the test planNov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,Team member(2)Reviews system test results according to the test planPrepares assigned portions of the user manual according to the User Manual guidelinesPrepa
64、res user training materials and “training the trainer” according to the User Training guidelinePlans, schedules and conducts walkthrus of other team members work products Nov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,Team members(3)Notifies the t
65、eam leader of all apparent changes which might require change controlReports progress against the plan on a weekly basis: hours estimate to complete each task other key factors that may effect the scheduleCodes of software productsInstalls software products Nov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内
66、最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,Team member(4)Install hardware productsTests software and hardware products according to the established guidelinesNov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,Project executiveSame gener
67、al responsibilities as Project manager, but at a much higher levelHigh level business managerNov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,User VPSame general responsibilities as the User Project Manager, but at a much higher levelInterface to th
68、e Project ExecutiveNov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,Project Control officeMaintains key project documentation library and logsEnters the weekly input into the project tracking systemAssists/maintains he overall project plansAssists w
69、ith project review preparationtracks/controls all documentation necessary for the projectNov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management, Nov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,Summary De
70、fine the project organization during the project objectives definition phaseDocument the user responsibilities during the project objective definition phaseComplete a Position Description for each individual on the projectNov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua
71、 School of Management,IV. Team buildingNov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,Team buildingHow do you select project members?What do you look for in a prospective project member?How do you make members of different org. into a project team
72、?Nov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,Selection of project teamSpecification of skills requiredResource pool: your department, user, subcontractor available? Qualified?Assessment process Your personnel User personnel Subcontractor person
73、nelNov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,Team introductionLead positionsTask assignments individual groupNov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,User personnelSelection process r
74、esponsibility assistanceTracking productivityPerception of assignmentUser organization department head executiveNov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,Team building factorsEducation/orientation total team your people user peopleFacilities
75、smoking/non-smoking terminals telephones travel/parkingNov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,Project peopleStakeholders: see fig.Nov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,Your team
76、 interviewsSkillsIndependentSelf-reliantGoal orientedPositive attitudeNov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,Team selectionExperienceCapabilityAvailabilityAlso: personality group interaction desires and goalsNov.28,2001世纪培训网世纪培训网() 国内最全的管理
77、培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,Maintaining moraleMorale boosters: luncheons, activitiesMorale problems personnel conflicts travel/parking unusual working conditions technical incompetency expectationNov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun
78、Jiang, Guanghua School of Management,Developing skillsFormal education-schedule itO-J-T opportunities-make them.Nov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,Summary A project team consists of many people of varying background with varying goals
79、with varying skill levels with a common goal/objectiveNov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,You must manage EXPECTATIONby understandingby negotiatingby providing opportunitiesby communicatingfrom the beginningagreement with all partiesNov
80、.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,V. Project Initiation:meeting/orientationNov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,Objectives Describe the purpose of the project Kick-off meetin
81、gIdentify typical meeting agenda and participantsNov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,Activities prior to Project Kick-off MeetingReview project documentationHold initial meeting with user project manger-identify key issues/areas of conc
82、ernEstablish project work planDevelop staffing plan and project team org.Develop project teams work environmentPrepare team orientation packagesNov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,Project kick-off meetingPrepared and presented by PMWith
83、in 2-3weeks of project startAttendees: executive sponsor of the project user project manager user department head I/S manager project teamNov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,Kick-off meeting objectivesInitiate communicationsDevelop unde
84、rstandingGain agreementEstablish your role as a professional manager and business personNov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,Topics coveredDevelopment/implementation process to be usedSystem to be developedProject resources and scheduleP
85、roject management system to be usedUpcoming development activitiesNov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,Development process to be usedA phase approach measurable units tasks and products are planned in detail deliverables: conform to stan
86、dards, serve as baseline, basis for estimating joint development effort: executive management, set objectives, provide direction, demonstrates support,participates in status reviewsNov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,Joint development e
87、ffort(1)Project team knowledgeable in application development combined staffing full-time assignments goals: quality product; delivered on time; within budget; with user satisfactionNov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,Joint development
88、effort(2)User knowledgeable in business processes and needs best suited to decide business issuesI/S management knowledgeable in I/S standards & procedures identify any hardware and software constraintsNov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Managemen
89、t,System to be developedMain objectives as identified by the user any priorities, tradeoff issues clarify conflictsMajor functions within scope outside scope deliverable productsInterfaces other systems to be interfaced level of interfacesComplete criteria/ Major assumptions Nov.28,2001世纪培训网世纪培训网()
90、国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,Project resources & scheduleResources required Project team: staffing schedule; skills required; assumed utilization productivity Project manager: responsibilities; authority Facilities: hardware and software; word processin
91、g;tracking system Project schedule: estimate complete date; interim milestones; turnaround time for questions,reviews and approvalsNov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,Project management systemManagement activitiesReport: verbal/written(
92、monthly)Project reviews: purpose, frequency, procedureChange control: procedure, tracking systemDeliverables: samples of format and content, signoffs required, turnaround time for reviewsNov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,Upcoming development activitiesDiscuss near term project team tasksDiscuss user involvement/tasksFocus critical path tasks/issuesAny questions/ any problems/ any changes?Nov.28,2001世纪培训网世纪培训网() 国内最全的管理培训信息和资源中心国内最全的管理培训信息和资源中心Wanjun Jiang, Guanghua School of Management,
