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1、How to Achieve Excellence in Project Management 如何做到优秀的项目管理It Takes More Than Just Training!只有培训是不够的by Dr.Wong Ming Choon,VP ChinaTHE LEWIS INSTITUTE,INC.PROJECT MANAGEMENT SYSTEMSAll rights reserved.2002 by The Lewis Institute,Inc.All rights reserved.Revision 0,February 2002All rights reserved.The
2、Leadership Challenge:There is nothing more difficult to plan,more doubtful of success,nor more dangerous to manage than the creation of a new system.For the initiators have the enmity of all who would profit by the preservation of the old institutions and merely lukewarm defenders in those who would
3、 gain by the new one.Nicolo Machiavelli,Prince,1537Nicolo Machiavelli,Prince,1537All rights reserved.The Predictions Tom Peters,2000 90%of white collar jobs will be gone within 10 15 years Assumption:smart systems(software robots)will replace and accurately outperform white collar workers(in my opin
4、ion it mainly refers to some repetitive low level tasks)In 1970 it took 540 man-days to unload a ship.After containerisation it dropped to 8(a 98.5%reduction!)All rights reserved.The process of managing organizations has been impacted by three revolutionary changesRecent Changes in Management1Accele
5、rating replacement of traditional,hierarchical management by participatory management2The adoption of the“systems approach”,also called the“systems engineering approach”3Organizations establishing projects as the preferred way to accomplish the many specific changes that must be made when the organi
6、zationattempts to alter its strategyAll rights reserved.The future job sceneHottest jobs:Tissue EngineersGene ProgrammersPharmersFrankenfood MonitorsData MinersHot-line HandymenVirtual Reality ActorsNarrowcastersTuring TestersKnowledge EngineersJobs that will disappear:Brokers,car dealers,insurance&
7、RE agentsTeachersPrintersStenographersCEOsOrthodontistsPrison GuardsTruckersHouse KeepersFathers(&mothers?)Source:Time,26-Jun,00All rights reserved.Tom Peters 5 Drivers for change:1.The competitive pressure by new e-enterprises2.Automation of white collar job3.Global Outsourcing4.B2B will link/integ
8、rate supply chains:Fast procurement globally5.Fast pace of innovation:It took 37 years for radio to get to 50 million homes.The Web 4 years!All rights reserved.Gradual random change&improvement(unsystematic&slow)Rapid(market imposed)change(socially too painful&economically disruptive)Project/program
9、me management of change(providing an ideal framework for orderly step changes)3 Approaches to Change Management:All rights reserved.Change ManagementChange management applies at different levels:organisation,government department,industry&communityLeadership,reward system,regulations&education are c
10、ritical drivers for initiating&driving beneficial changeManaging change by projects involves multiple projects coordinated centrally within a frameworkAll rights reserved.Better controlBetter customer relationsShorter development timesLower costsHigher quality and reliabilityHigher profit marginsSha
11、rper orientation toward resultsBetter interdepartmental coordinationHigher worker moraleWhy Have Enterprises Projectized?All rights reserved.What Is Project Management?All rights reserved.ConceptDevelopmentClose-outImplementationScopeTimeHuman ResourcesProcure-mentQualityCostRiskCommun-icationsKnowl
12、edge AreasProject Life Cycle PhasesProject SuccessFramework For Project Integration ManagementAll rights reserved.PLANNINGORGANIZINGDIRECTINGCONTROLLINGSystems and ProceduresFormat Organization People and ProductionBudgets and ResourcesObjectivesPoliciesProgramStructureStaffingCoordinatingMotivating
13、LeadingSupervisingCostQualityQuantityBASIC MANAGEMENT FUNCTIONSAll rights reserved.MISSION/OBJECTIVESSITUATION ASSESSMENTCORPORATE STRATEGYSTRATEGIC PLANNINGBusiness Unit AnalysisIdentify and Evaluate Strategic AlternativesDevelop Strategic Plan and ImplementationMarket TargetingObjectivesPositionin
14、gMonitor PerformancePLANNINGORGANIZINGDIRECTINGCONTROLLINGProject CharterMilestonesActivitiesClose outTRADITIONAL MANAGEMENTPROJECT MANAGMENT+=PROFITABLE BUSINESSPLANNINGProject Management As an EnablerAll rights reserved.A Core CompetenceTom Peters has observed that more than 50%of what gets done i
15、n organizations is project work.(See his book,Liberation Management,for more on this.)Clearly,project management should be a core competence,just like accounting,manufacturing,or marketing.All rights reserved.Project FailuresStudies have shown for many years that project failures remain highas many
16、as 85 percent have problems.An estimated$128 billion is wasted in software projects each year.Approximately 30 percent of every dollar spent on projects is rework!All rights reserved.Major Reasons for Project Failure1.Failing to define the problem to be solved2.Lack of planning3.Not understanding cu
17、stomer requirements4.Ballpark estimates become targets5.Estimates are wishful thinking instead of data-basedAll rights reserved.Number One CauseFailure to properly define the problem to be solved by the project,because.We assume that“we all know what the problem is.”All rights reserved.Project Defin
18、itionEvery project is conducted to solve some problem or achieve some desired result.Tying these down is called defining the job.This yields a problem statement,mission,and vision for the job.All rights reserved.Mission Versus VisionVision is what the final result will look like!It defines done.The
19、mission of a project is to achieve that vision.All rights reserved.An ExampleEvery project solves a problem.Vision is what the result will look like.The mission is to achieve the vision.All rights reserved.Cause People Problems Number TwoCommunicationConflicts Egos Hidden agendasPoliticsPoor teamwor
20、kCultural DifferencesAll rights reserved.You Need Three Things to Have Successful Projects1.Adequate tools 2.Proper systems3.Project Managers and team members who have the skills needed for each facet of their jobsAll rights reserved.Some Tools You NeedScheduling softwarePERT/CPM,Work Breakdown Stru
21、ctures,and Earned Value Analysis.All rights reserved.Systems RequiredProject accountingA project management methodology Control systemProject prioritization systemResource allocation systemReward systemAll rights reserved.Important People SkillsLeadership 领导能力Team building 团队建设Conflict management 冲突
22、管理Negotiation 协商Persuasion and Influence 服与影Communication 沟通Political 政治Cultural sensitivity 文化敏感性All rights reserved.Supporting SkillsProblem solvingDecision makingInnovative thinkingTeam skills Group facilitationListening skillsGeneral management skills Project management skillsAll rights reserved
23、.Sub optimizing Wont WorkYou cant focus on just one of the three to get better project management.。We have been taught that if we optimize the performance of the accounting department,it will improve the entire organization.It wont!All rights reserved.Lets Build the Worlds Best Car!If you put togeth
24、er the worlds best auto transmission,best brakes,best engine,best chassis,etc.,you probably wont have a very good carWhy?They havent been designed to work together.All rights reserved.Same for an OrganizationWhen done to a company,you wind up with an organizational Frankenstein.A hodgepodge of disjo
25、inted parts that dont make a functioning whole.All rights reserved.Joint OptimizationYou have to jointly optimize the three components.Tools,systems,and people must work together.All rights reserved.An ExampleThe process shown below is balanced.Each stage produces 100 units per hour,which is exactly
26、 the rate needed by the following stage.Now we decide to improve it.All rights reserved.The“Improved”ProcessWe have improved Stage 2,so that it can produce 150 units per hour.However,Stage 1 cannot provide that level of input to the second stage,nor can Stage 3 accept 150 units per hour,so we have n
27、ot improved the overall process.This is what happens when you sub-optimize.All rights reserved.Training Alone Isnt EnoughTraining addresses the“people”component.By itself it is hit-and-run training.Another example of sub-optimization.All rights reserved.For instanceWe know several organizations that
28、 have trained hundreds of employees to manage projects.Follow-up surveys reveal that only about 10%of those trained actually use what they learned.All rights reserved.Why this Result?There are no systems in place to support the newly learned skills.Other employees resist the new approach because the
29、y dont understand it.People also dont perform newly learned skills immediately.All rights reserved.Skills Must Be DevelopedTraining must be followed with some coaching.World-class athletes arent developed over night!All rights reserved.Do They Have Aptitude?Furthermore,it does no good to train peopl
30、e to manage projects who have no aptitude.。You must select the right people to do the job.All rights reserved.Selecting Project ManagersProject managers should be selected for management aptitude,not technical ability.A major aptitude is dealing with people.All rights reserved.The Need for“People Sk
31、ills”Project managers almost always have a lot of responsibility but no authority.If they are to get anything done,it will be through influence or negotiating.All rights reserved.I Hate People Problems!Technical people sometimes hate dealing with“people problems.”When this is true,they should not be
32、 made managers.All rights reserved.You Need Dual Career PathsHowever,they often become managers to make more moneyand make themselves and everyone else miserable.Set up a dual career path,so technical people can make as much money as managers.All rights reserved.Working Project ManagersProject manag
33、ers often do technical work and also manage the project.When there is a conflict between doing work and managing,the work always takes priority and the managing suffers.All rights reserved.Sacrificing QualityAlternatively,if you put tremendous time pressures on them,they will release garbagethey sac
34、rifice quality.Neither of these responses is acceptable.All rights reserved.Have Your Cake&Eat It TooI suggest you consider having dedicated project managers,because They can get really good at the job,and It frees your technical people to do their technical jobs.All rights reserved.Provide Systems
35、and Tools Once you have the right people in place,to get full benefit from training,you must provide tools and put systems in place that allow the skills to be practiced.And you must train more than just those who will manage projectsfor example,their team members.All rights reserved.Remember Even w
36、ith the right project managers in place,you cant just give them scheduling software and expect them to be good project managers.Giving me a saw wont make me a carpenter!All rights reserved.Teach Them to Use ToolsScheduling software is so complex today that giving it to people without training them i
37、n how to use it is almost a waste of money.Dont expect them to learn it on the jobtheyre too busy doing work!All rights reserved.The Role of Senior ManagersSenior managers must not only support the proper management of projectsThey must also insist on it!All rights reserved.Project Portfolio Managem
38、entAll rights reserved.Prioritize ProjectsUnless you have unlimited resources,you cant do it all.Select the projects that are most important right now.Do them.Then move on to the next level.All rights reserved.Productivity GainsPrioritizing projects yields large productivity gains.See our program,De
39、veloping Resource Measures to find out why this is true.All rights reserved.Insist on Good PlanningA fellow told me he went away from my class and started developing a plan.His boss told him to get his people out of the conference room so they could get the job done!All rights reserved.The Payback f
40、rom Planning Every hour spent planning will pay back three hours in time saved(unless people go crazy and get into planning paralysis!).Rework costs will drop dramatically.Targets will be met more consistently!All rights reserved.Senior Managers Must Walk the TalkPeople do what their bosses expect a
41、nd reward them for doing.If you dont walk the talk,they know you arent serious about wanting good project management.All rights reserved.More Suggestions#1 Link projects to overall business strategy Change to a project-based organization Make project management a function,just like IS.All rights res
42、erved.Suggestions#2Develop a project management information system.Develop a plan for project manager selection and development.All rights reserved.Suggestions#3 Do regular lessons-learned reviews.Sit in on project meetings.Ask to see project plans and reports.Develop a project management initiative
43、.All rights reserved.A Project Management Initiative Select a high-level manager to lead the effortsomeone who believes in project management.Choose a vertical cross-section of people to be on the team.Have them develop and execute a plan to make project management a core competency.All rights reser
44、ved.A PM Methodology This team should oversee development of a project management methodology.Otherwise,everyone will manage projects differently.All rights reserved.InitiatingProcessesPlanningProcessesControllingProcessesExecutingProcessesClosingProcessesProcess Group OverviewAll rights reserved.Pr
45、iorPhases SubsequentPhasesInitiatinInitiatinggProcessProcessesesPlanninPlanning g ProcessProcessesesControllControlling ing ProcessProcessesesExecutiExecuting ng ProcessProcessesesClosing Closing ProcessProcessesesDesign PhaseInitiatinInitiatinggProcessProcessesesPlanninPlanning g ProcessProcesseses
46、ControllControlling ing ProcessProcessesesExecutiExecuting ng ProcessProcessesesClosing Closing ProcessProcessesesImplementation PhaseInteraction Between PhasesProcess Group OverviewTP 2.5All rights reserved.Process Group OverviewSource:Project Management Book of Knowledge,PMI 2001All rights reserve
47、d.Process Group OverviewSource:Project Management Book of Knowledge,PMI 2001All rights reserved.Process Group OverviewSource:Project Management Book of Knowledge,PMI 2001All rights reserved.Process Group OverviewSource:Project Management Book of Knowledge,PMI 2001All rights reserved.Process Group Ov
48、erviewSource:Project Management Book of Knowledge,PMI 2001All rights reserved.The V ModelInitial conceptITT tender evaluation and letting of contract may occur at any point within this bracketMaintenanceProject ManagementQAQAProject initiationRequirements SpecificationsDetailed requirements specific
49、ationSpecificationArchitectural software designDesignDetailed software designModule designCode and unit testDebugged modules Software integration and testIntegrated softwareSystem integration and testVerified systemAcceptance testing of deliverablesProduct phase outEvolutionTested systemIncluding ac
50、ceptance and handoverTested SoftwareTested software modulesTP 2.10All rights reserved.In Conclusion Only if you attend to all of these will your organization achieve excellence in project management!We can help.Contact:Dr.James Lewis 01-540-345-7850 Dr.Wong Ming Choon 86-10-66062513 All rights reser