项目管理培训第三周项目管理计划NXPowerLite

Week3ProjectmanagementplansWhyWhatHowWhenWhoWhyWhatHowWhenWhoWhyisthisprojecthappening?Whynow?Whyus?WhyWhatHowWhenWhoWhatsolutionneedstobeputinplacetoachievethegoals?Whatworkneedstohappentobuildthesolution?WhyWhatHowWhenWhoHowdowegetthissolutioninplace?Howdoweknowwhenwe’redone?WhyWhatHowWhenWhoWhendoworkactivitieshappen?Whatdoweneedtodofirst?What’slast?WhyWhatHowWhenWhoWhodoweneedtodeliverthisprojectsuccessfully?Andwhatwillitcost?CourseobjectivesImplementITprojectplanningandselectiontechniquesAppreciatetheimportanceofprojectportfoliomanagementTheprojectmanagementplanBenefitsofplanningWhattoconsiderinyourplanGuidelinesReviewingaplanTheprojectmanagementplanBenefitsofplanningWhattoconsiderinyourplanGuidelinesReviewingaplanPlansareuseless.PlanningisindispensibleDwightEisenhowerTheprojectmanagementplanBenefitsofplanningWhattoconsiderinyourplanGuidelinesReviewingaplan://flickr.com/photos/xabier-martinez/225627841/ThePlanThePlanThePlanThePlanThePlanThePlanThePlanChangesonceyoustart://flickr.com/photos/xabier-martinez/225627841/ThePlanThePlanThePlanThePlanThePlanThePlanThePlanChangesonceyoustartGuidesyouactivitiesMakesyouthinkahead://flickr.com/photos/xabier-martinez/225627841/ThePlanThePlanThePlanThePlanThePlanThePlanThePlanChangesonceyoustartGuidesyouactivitiesMakesyouthinkaheadHelpsyouworkoutwhoyouneedtohireWorksoutthetimelineandbudget://flickr.com/photos/xabier-martinez/225627841/ThePlanThePlanThePlanThePlanThePlanThePlanThePlanChangesonceyoustartGuidesyouactivitiesMakesyouthinkaheadHelpsyouworkoutwhoyouneedtohireHelpsmanageexpectationsWorksoutthetimelineandbudgetHelpsunderstandtheeffectsofchanges=ThetargetproductHunt,B.etal.(2003).Projectcharter.RetrievedJanuary23,2006from(partial)Hunt,B.etal.(2003).Projectscopestatement.RetrievedJanuary23,2006from(partial)Whatisyourprojectgoingtodeliver?DefinitionTheworktobedone=?=ThetargetproductWhatisyourprojectgoingtodeliver?ChangecontrolTheworktobedone=?=ThetargetproductWhatisyourprojectgoingtodeliver?Value?Theworktobedone=?=ThetargetproductTheWBSTherightwayThewrongwayFocusondeliverablesFocusonprocessesAligntovalueAligntoprocessstagesWhy?Whynot?Figure5.2SamplehierarchicalWBSorganizedbyphase(Schwalbe,2006,p176)Thewrongway?NotetheLayersTable5.3SampletabularWBS(Schwalbe,2006,p176)1.0Concept1.1Evaluatecurrentsystems1.2Definerequirements1.2.1Defineuserrequirements1.2.2Definecontentrequirements1.2.3Definesystemrequirements1.2.4Defineserverownerrequirements1.3Definespecificfunctionality1.4Definerisksandriskmanagementapproach1.5Developprojectplan1.6BriefWebdevelopmentteam2.0WebSiteDesign3.0WebSiteDevelopment4.0RollOut5.0Support=en&q=wbs&btnG=Search+Images&gbv=2DocumentyourassumptionsVerylittleknowledgeCompleteknowledgeDegreeofknowledgeovertimeOBSFigure9.2SampleProjectOrganizationalChart(Schwalbe,2006,p358)Task1Task2Task3Task4Task5Task6Person1Person2Person3Person4(Schwalbe,2006,p362)toolsrasci(akaraci)ram=5&cat=18rasciresponsibleaccountablesupportiveconsultedinformedramresponsibilityassignmentmatrix(RAM).docTask1Task2Task3Task4Task5Task6Person1Person2Person3Person4RRRRRRFigure9.4SampleResponsibilityAssignmentMatrix(RAM)(Schwalbe,2006,p360)OBS:OrganizationalBreakdownStructureWBS:WorkBreakdownStructureOneandonlyonepersoncanbeaccountable.Multiplepeoplecanberesponsibleandcertainlyotherscanbeinformedandconsulted.Source:GlenBAlleman,(2007)ResponsibilityAssignmentMatrix,HerdingCats