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1、DATACOM Information Technology LimitedWELCOMEETO項目管理PROJECTT TEAMMMEMBER WORKSSHOPA TWO DDAY WOORKSHOOPThis woorkshoop hass beenn speccificaally ddesignned too helpp you underrstandd the essenntial princcipless of pprojecct mannagemeent ass a meember of a projeect teeam annd inttroducce youu to aa c
2、onssistennt proocess for mmanagiing anny typpe of Projeect inn the Organnizatiion. TThe prrocesss is aan inttegrall partt of tthe PRROGRAMM METHHODOLOOGY. OOur obbjectiive iss to eensuree all progrrams aand prrojectts aree effeectiveely maanagedd and revieewed tto achhieve succeess annd dellight our
3、 ccustommers eevery time with on-tiime coomplettion.The worrkshopp inclludes a casse stuudy too givee you an oppportuunity to appply tthe teechniqques iincludded inn the methoodologgy WORKSHHOP OBBJECTIIVES工作室目的Understtand RRoles & Ressponsiibilitties明白職分及責任任Understtand tteam mmemberr rolee明白團體職分Lea
4、rn tthe Meethodoology 學習方法l Projectt defiinitioon 項目定定義l Projectt plannning & schheduliing 項目目計劃及排程程l Projectt execcutionn 頂目實施施l Projectt clossure 項項目完結Learn tthe teechniqques tto usee學習技術盡量利利用Contribbutingg to ssuccesss達致成功ESTIMATTING FFACTORRS估計因素TASK使命 SIZE EFFORRT DURRATIONN= WORK DAYS 大小 努力 期期
5、間=工作日日數 CALEENDAR TIME 日曆時間EFFORTDURATIIONSCHEDDULE努力期間進進度表INPUTS輸入Historiical ddata過往資料Experieence & skillls經驗及技巧Expert view專家意見BIAS? BBIAS?偏見? 偏見見? TASK任務 EFFORT努力 SIZE 大小小 PERSON DAYS個人日子DEFINE MEASUREMENTBASIS 估計定義基礎 其它?因素OTHER ? FACTORS EFFORT努力 ANALYSIS分析 CAPACITY 容量 WORKLOAD工作負擔DURATION日期 Cri
6、ticaal Patth Metthod PERT計劃評審技術-PERTFSSF邏輯基礎-依賴賴性BASED OON LOGGIC-DEEPENDEENCY3 TYPESS:三種類l Finish to Sttart完結結到起始l Start tto Staart ppairedd 起始到到起始配對對 l Finish to Fiinish pairred完結結到完結配對CRITICAAL PATTH THHE LONNGEST PATH計劃評審-最長長要徑-LEAST FLEXIIBLE-最低靈活性Any sliippagee exteends tthe Tootal PProjecct T
7、imme TPPT任何小疏忽加長長總項目時間間CAREFULL: Commpresssing tthe scchedullecan chaange tthe Crriticaal Patth警告:壓縮排程程能夠改變要要徑CPM-PERRT TERRMSForwardd Passs- Earrly STTART aand FIINISH 前進-早開開始及完成Backwarrd Passs-Latte STAART annd FINNISH 後後退-開始及及完成TOTAL FFLOAT-搖擺SPARE TTIME IIN AN ACTIVVITY分配時間於各種種活動INCLUDEES FREEE
8、ANDD INDEEPENDEENT FLLOAT包括自己反依賴賴性的搖擺CRITICAAL ACTTIVITYY-ZEROO FLOAAT BY重要活動-零的的搖擺DEFINITTION-IIT CANN BE FFORCEDD!定義-能能夠強行OTHER RRELATIIONSHIIPS其他關關係 44dLEG GAAP- AA forcced deelay bbetweeen tassks 2ddLEAD LLEEWAYY-A fforcedd starrt of thesuccesssor beefore complletionn of tthepredeceessorErrors i
9、n LoogicBOTH BRREAK TTHE LOOGIC OF THE NETWOORK錯誤使綱絡理論論停止運作 THE LOOOP 循環 THE DANNGLE 搖搖擺不定REVIEW THE PPROJECCT DEFFINITIION檢討計劃的定義義Does thhe plaan: 計劃劃l meet crriticaal dattes foor delliveraables? 在重要日日子傳遞訊息息l clearlyy meett inteerfacee datees? 清楚楚相約其他日日子OPTIMISSATIONN INVOOLVES: 理想計劃劃包括l understtan
10、dinng thee confflictss 明白衝衝突的地方l analysiing prrioritties 分分析優先次序序l derivinng opttions 削去不必要要選擇l selectiing thhe besst reaalistiic opttion 選選取最真實性性的決擇l seekingg stakkeholdder aggreemeent 尋找找投資者的同同意書l revisinng plaans 重溫溫計劃的內容容l communiicatinng to everyyone 與與其他人交換換意見TRADE-OOFFS & OPTIIMISATTIONTAKES
11、TTIME TTO GETT THE BESTSOLUTIOON選擇性及樂觀性性用時間來獲取最最好的方案OPTIMISSING TTRADE-OFFS樂樂觀性的選擇擇POSSIBLLE ACTTIONS: 可行方法法Re-evalluate depenndenciies 重新新評估依賴性性Review relattionshhips 回回顧各種關係係Introduuce Laags annd Leaads-wiith caare! 小小心地引申拉拉引行為Split aactiviities for cconcurrrencyy 分散工序序,保持合作作性Review durattion 檢檢討各
12、工作時時間Review contiingenccy timme檢討一貫貫時間所需Re-assiign reesourcces 重新新分配資源Utilisee the Totall Floaat timmes 盡量量利用所有空空間時間Reduce peak loadiing leverring 減減少極大壓力力-平衡Seek moore reesourcces? 尋尋找更多資源源Increasse ressourcee capaacitiees 增加資資源地位Avoid rre-invventioon 防止再再發明其他選選擇Reduce Scopee/speccificaationss? 減少分
13、分工合作EVALUATTE THEE IMPAACT 評估估影響所及Use whaat-if analyysis 如如果用作為分分析Review Projeect Riisks 檢檢討其冒險機機會Customeer accceptannce 客人人接受機會OPTIMISSING & RECOOVERY PLANNNING INSIDDE A KKEY STTAGE樂觀化及恢復計計劃是一個重重要階段 DEVELOPP WHATT IFFs 發展展空間REDUCE THE OOPTIONNS 減少選選擇機會RECOMMEENDED ACTIOONS 推介介行動 SEEK PRROJECTT LEA
14、DDERAPPROVAAL計劃得到組長應應允BEFORE YOU MMODIFYY THE PLAN在改變原定計劃劃之前COMMUNIICATE THE PPLAN CCHANGEES TO THOSEE DOINNGTHE PROOJECT WORK向有關工作人員員解釋新計劃劃的改變SECURE RESOUURCE CCOMMITTMENTSS保障資源承諾The Keyy Stagge Ownner 重要要階段的擁有有人The Ressourcee 資源The Funnctionnal Maanagerr 功能組別別經理ALL PARRTIES MUST SIGN UPPROJECTT LE
15、ADDER APPPROVEES參與者必須簽署署待組長審閱閱REVIEW THE RRISK LLOG檢討有危機的地地方ASK: 問Have anny chaanged ranklling? 何種改變, 使人痛心心Any ,mooved tto HIGGH? 何事事轉為高危事事件Any rissks iddentiffied ffrom pplanniing? 何何種危機被計計劃所確認Check tthe pllan foor areeas off riskk;檢查計劃裹有危危機的地方Tasks oon thee Crittical path 重要關鍵時時刻Tasks wwith llong
16、dduratiions 長長遠計劃Tasks ddependdent oon thiird paartiess 依賴第三三者Lags annd Leaads 落伍伍及前衛Complexx taskks 繁複的的工作Tasks uusing new ttechnoology 新科技應用用Tasks wwith llittlee floaat 搖擺不不定Do not removve rissks frrom thhe LOGG, onlly remmove tthe raankingg不要將風險在日日誌中除掉,只有除掉次次序優先IDENTIFFY ISSSUES PPROMPTTLYACTION
17、TO REESOLVEE IS AA PRIOORITY定時確認危機優優先採取行動動解決The Prooject Leadeer musst reccordall isssues.計劃組長必須記記錄所有論點點ISSUES ARE RRATED: 論點分類類RED-MAJJOR-Esscalatted too Projject MMemberrs紅色-主要-擴擴大到項目人人員YELLOW-SERIOOUS-Esscalatted too Sponnsor黃色-嚴重-擴擴大到資助人人GREEN-MMINOR-Escallated to Prrojectt Leadder綠色-次要-擴擴大到組長AC
18、TION PLANSS ARE ESSENNTIAL行動的重要性Was it a RISSK? 危機機What iss the conseequencce? 結果果What opptionss are availlable? 可供選擇擇What acctionss are recommmenceed? 建議議採取行動Who is respoonsiblle forr impllementtationn?誰可執行行SET THEE BASEELINE PLAN設定計劃的底線線FIXES THE PLAN固定計劃BASIS OOF PROOGRESSS量度工作MEASUREEMENT進度底線EST
19、ABLIISHES CLEARRLYVISIBLEE TARGGETS設立清楚可見的的目標AGREES A MEEETINGSSSCHEDULLE同意會議時間表表ESTABLIISHES REPORRTING & CHAANGE PPROCESSSES建立報告及轉變變程序REPORTIING PRROGRESSS 進度報報告COMMUNIICATIOON IS VITALL TO SSUCCESSS人與人溝通是成成功的因素KEY STAAGE OWWNER-REPORT STATUUS AT FREQUUENCYSET BY PROJEECT LEEADER.重要階段段的持持有人週期性性報告工
20、作進進度由組長設設定FOCUS: 焦點MILESTOONES AACHIEVVED 里程程碑建造MILESTOONES DDELAYEED 里程碑碑延誤ACTIONSS TO CCORRECCT SLIIPPAGEE 改善散漫漫態度FORECASST OF COMPLLETIONN 預測完成成日期ISSUES OUTSTTANDINNG 尚未解解決議論ANTICIPPATE RRISKS & ISSSUES預見危機及論點點THE CHAANGE PPROCESSS 改變程程序Signifiicant changges MUUST be docuumenteed andd apprroved重大
21、的改變一定定要書面通知知,并得到批批准Signifiicant changge imppacts on:重大的改變會沖沖擊在:l deliverrabless傳達l schedulle時間表l costs 成成本l resourcce loaadingss 資源分配配l qualityy 質量l performmance 表現THE PROOJECT CHANGGE REQQUEST 計劃改變FOCUS OON: 焦點點放在l benefitts of changge 利益l impact on coost/scchedulle/ressourcees影響成本本/時間表/資源l priorit
22、ty 優先權權l increassed/reeducedd riskks 增加/減少危機ORGANISSE THEE LAUNNCH組織一一個新開始VALIDATTE & CCONFIRRM: 有效效及確認l KEY STAGE WORK PLANS 主要階段工作計劃l RESOURCE COMMITMENTS 資源承諾l MEETINGS SCHEDULE 會議時間l 1:1-TEAAM MEMMBERS & SPOONSOR1:1的組員及及資助人l PROJECTT TEAMM-PROGGRESS工作小組進度l PROJECTT REVIIEWS工作作檢討l KEY STAAKEHOLLD
23、ERS 主要投資THEN HOOLD THHE:然後抓抓緊l THE PROJECT LAUNCH MEETIN新的工作會議The Project Sponsor工程資助人Key stakeholders 主要投資The Project Leader 組長The Team 組員Monitorring & Traccking Progrress 輔助及緊隨工作作進度MONITORRING 輔輔助THE CHEECKINGG PROCCESS檢查查程序COLLECTTING PPROGREESS DAATA收集工工程資料QUALITAATIVE DATA使使之為有質數數的資料TEAM PEERFO
24、RMMANCESS小組表現IDENTIFFY VARRIANCEES確認不同同意見REVIEW RISKSS檢討危機TRACKINNG 緊隨ANALYSIING THHE VARRIANCEE分析各類意意見DEFININNG CAUUSE尋找原原因ESTABLIISHINGG IMPAACTEVALUATTE OPTTIONS評評估所有選擇擇PLAN COORRECTTIVE AACTIONNS計劃正確確行動RESOLVEE ISSUUES解決方方案UPDATE PLAN DOCUMMENTS更更新各種文件件REPORT PROGRRESS報告告進度COLLECTTING PPROGREESS
25、 DAATA收集工工程資料 THE GANNTT CHHART IIS LINNEAR統計計圖表是線形形的EFFORT IS .? 努力是是?Ask: 問START DDATE開始始日期EFFORT EXPENNDED TTO DATTE努力漫延延至當天EFFORT REMAIINING努努力仍留下But ALWWAYS aask:但通通常問?FORECASST TO COMPLLETE預測測完成日期NOT 否不同意見VARRIANCEE分析ANALYYSIS+ BETTEER THAAN PLAAN效果比計劃好- WORSE TTHAN PPLAN效果比計劃差ANALYSEE分析THE CA
26、UUSE成因PROJECTT SLIPPONE DAY AAT A TTIME!工作散漫 - 一天一次ANALYSEE CAUSSE:分析成成因Fishbonne diaagramss魚骨圖Why-Whyy diaggrams點點解-點解圖圖ESTABLIISH IMMPACTRe-assiign reesourcces重新分分配資源Revise estimmates重重新估計New esttimatoor!委任新新評估人員More efffort?更新努力More reesourcce?更多資資源Modify plan logicc?更新計劃劃的推論ALWAYS GET OOTHERSS I
27、NVOOLVEDIN PROBBLEM SSOLVINNG DOONT TTRYAND DO IT ALLONE.不要依賴其他人人幫你解決難難題, 讓自自己解決PLAN COORRCETTIVE AACTIONN計劃正確行行動DEVELOPP OPTIIONS選擇擇發展USE TEAAM EXPPERTISSE利用小組組經驗RECORD ASSUMMPTIONNS記錄假設設CHECK FFOR RIISKS檢查查危險性SELECT BESTT OPTTION選最最好的決擇scope-cost-scheddule 內容-成本本-時間表DONT SSHOOT FROM THE HHIP!SOLVE
28、 TTHE PRROBLEMM-NOT THEE SYMPPTOMS解決問題并不是是問題徵兆CHECK IIF:先檢查查,如果:- criticaal patth is changged重要性性的路徑改變變- workloaads addverseely afffecteed影響工作作量- milestoones aare afffecteed影響里程程碑- new HIGGH rissks exxposedd新高危展現現- cost ovver-ruuns inntroduuced成本本過高- schedulle sliippagee are contrrollabble工作散散漫是可控制制
29、的DEVELOPP ACTIION PLLANS:發展挽救行動的的計劃- prioritty ordder?優先先次序- who is respoonsiblle?誰可負負責- target complletionn datee?目標完成成日期- who keppt infformedd?誰可保持持聯絡ESCALATTE OUTTSTANDDING IISSUESS擴大不能解決的的論點VALIDATTE COMMMUNICCATIONN PROCCESSESS有效溝通程程序Ensure you mmaintaain efffectiivenesss保証維持高效率率Report statuus
30、andd issuues prromptlly定時報告進度及及意見Attend team meetiings oon timme準時出席小組會會議Have 1:1s wwith PProjecct LeaaderAgree yyour pperforrmancee targgets認可你的表現目目的Anticippate iissuess預測其他Watch ffor trriggerrs on riskss留意每個引發危危機的機會Maintaiin awaarenesss-neww riskks保持清醒面對新新的危機UPDATE THE RRISK AASSESSSMENT更新危機Review
31、 riskss reguularlyy thatt affeectyour keey staages定時檢討各類危危機,將可影影響你的成功功High riisks mmust bbe aleerted toProjectt Leadder foor acttion pplanniing高危一定要通知知組長採取行行動Review outsttandinng isssuesand theeir coorrecttive aactionn plannsHighligght unnresollved iissuess-they ddo NOTT go aaway!標記不能解決的的難題,使之之不會遺留E
32、nsure your assiggned AACTIONNSare commpleteed on time保證你分配的工工作準時完成成ESTABLISH COMPLETION CRITERIA建立完整標準DELIVERABLES灌輸性BENEFITTS利益DECIDE:決定Which aactiviities/factoors哪種行行動/原因How meaasuredd如何量度S M A RR T teest機智程程度測試Limits of accceptaabilitty有限的接接受能力USE THEE WBS!利用資詢科科技DERIVE A HANNDOVERR CHECCKLISTT 設
33、計承繼工作作檢視表YOUR OBBJECTIIVE ISS TODELIGHTT YOURR CUSTTOMER你的目的是取悅悅你的顧客ACCEPTAANCE PPROCESSS接受程度度DEFINE AS EAARLY AAS POSSSIBLEEIS IT AA KEY STAGEE IN YYOUR PPLAN?在你的計劃中盡盡早介定是否否有關鍵時刻刻DEFINE:介定WHO ACCCEPTS THE RRESULTTS?誰接受受結果WHAT DOOCUMENNTATIOON?何種書書面通知WHO IS RESPOONSIBLLE?誰可負負責WHAT SUUPPORTT?什麼形式式的支援
34、WHO IS RESPOONSIBLLE?誰又可可負責支援HOW LONNG?需多久久TRAINNIING NEEEDS?需需要訓練HOW SATTISFIEED? 怎算算滿意RECORD IN PRROJECTT FILEE記錄在計劃檔案案Excelleence!特特別出眾COMES FFROMCONTINUUOUS IIMPROVVEMENTT來自不斷的改良良收集良好的意見見COLLEECT GOOOD IDDEAS:新產品New produucts新的執行Neww Proccessess新的程序Neww ProccedureesDONT LLOSE TTHEM!不不要遺失ANOTHERR
35、 PROJJECT?第第二個工程RECORD FOR LLATER INVESSTIGATTION記錄最新的資料料CLOSE-OOUT THHE PROOJECT暫暫停現有工程程PROJECTT REVIIEW MEEETINGG工程檢討會議Completion Certificate完成証書Documentation文書處理Acceptance Process接受程序 Action outstandingIssues 行動DeliverablesWBS done傳送 Review Issue Log檢討意見EVALUATTION-WWHY?評估估點解WHAT WEENT WEELL?什麼進行
36、順利WHAT WEENT BAADLY?什麼進行不順利利WHY?點解An oppoortuniity foor另一一個良機CONTINUUOUSIMPROVEEMENT不斷改良REVIEW THE PPROJECCT PROOCESS檢討計劃的進行行Ask queestionns:常問題題目What prroblemms occcurredd?常見問題題How werre theese iddentiffied . andd resoolved?如何確認及及解決Which pproceddures workeed welll?哪個程程序順利進行行What immproveementss can
37、 be maade noow?改良方方案可即時執執行What immproveementss havee beenn madee?改良後的的優點REVIEW TEAM &STAKEHOOLDER PERFOORMANCCE檢討組員及投資資者表現PURPOSEE: To learnn not blamee!目的去學習不是是責備Review:檢討- managemment pprocessses管理理的進行- team leeadersship組長長領導能力- individdual pperforrmancee個別組員表表現- communiicatioon proocessees溝通程況況-
38、team woorkingg小組工作DOCUMENNT THEE LEARRNING POINTTS將學習要點文件件COMMUNIICATE溝溝通性 GLOBBALLY環環球性WHAT ACCTION IS NEEEDED?需要什麼行行動?WHO WILLL OWNN THE ACTIOONS?誰可可執行?WHAT ISS THE TARGEET DATTE TO COMPLLETE?怎樣完成指定目目標日期PREPAREE THE FINALL REPOORT準備結結尾的報告Summaryy of pprojecct perrformaance-概概述工程表現現good annd noot so food好與不好+ Resullts off Evalluatioon評論結果果+ Recommmendaationss for iimprovvementt推介改進方案FINAL SSIGN-OOFF MEEETINGG最後會議Then然後CELEBRAATE Suuccesss慶祝成功