项目管理7

ProjectManagementControl1PreambleProjectManagementControl2•HowdoImanagethefollowing:–Theoverallhealthoftheproject;–Scope;–Acquisitionofgoodsandservices;–Value.ProjectManagementControl3Projectplanning:MilestonesSchedule;Humanresources;Budget;Responsibilities;Contingencies.Ownership:Stakeholderinput;Conditionsforsatisfaction;Stakeholdersfeeltheirinterestaccommodated.ProjectHealthProjectManagementControl4Expertise:Haveexpertise;Membersunderstandtheirresponsibilities;Adequatetrainingforteammembers;Toplevelsupport:Projectsponsorshareresponsibility;TORagreed;Sponsorandmanagementsupportwhenrequired;Communication.Resources:AvailableHR;Technologyavailable;Taskmanagementeffective.ProjectHealthProjectManagementControl5Justifiablecase:Projectfullycostedandbudgeted;Alsoagreedwithsponsor;ROIclearandacceptable;Metricsinplaceandmethodstomeasure;Adequatefunding;Specification:Objectivesclear;Strategicandbusinessalignment;Enthusiasm;Adequatedocumentation–reports;budget;spec’s;deviations;delegations.ProjectHealthProjectManagementControl6•HowdoImanagethefollowing:–Theoverallhealthoftheproject;–Scope;–Acquisitionofgoodsandservices;–Value.ProjectManagementControl7ScopeManagementProjectManagementControl8Therearethreebasiccausesforchangeinprojects:Plannerserredintheirinitialassessmentabouthowtoachieveagivenendorerredintheirchoiceofthepropergoalfortheproject;Theclient/userorprojectteamlearnsmoreaboutthenatureoftheprojectdeliverableoraboutthesettinginwhichitistobeused;Changeintheenvironmentinwhichtheprojectisbeingconducted.ScopeManagementProjectManagementControl9Scopeisdefinedatvariouslevels:Projectcharter;Breakdownofdeliverables,tasksetc(thisisweretheWorkBreakdownStructureisimportant);Thebaselineplanandthebudgetalsopartofthescope.Underlyingtheissueofscopemanagementischangecontrol:Formalsystemofchangecontrol;Impactofchangesshouldbemotivated;Whereitaffectsscope,clientsignoffshouldbesoughtandrelevantdocumentsupdated.ScopemanagementProjectManagementControl10Scoperelateddilemmas:Scopecreep:Changesthatarechangingthebaseplan.Inevitablebuttheprojectmanagerneedstokeepthesechanges“manageable”;Hopecreep:Fallingbehindschedule,withthehopethatonecouldcatchup.Theprojectmanagerneedstobeverycarefulasthiscanhavesevereconsequencesfortheproject;Effortcreep:Similartohopecreep.Activitythatdoesnotproduceresults;Featurecreep:Addingfeaturesratherthanstickingtotheoriginalagreementaboutdeliverables.ScopemanagementProjectManagementControl11•HowdoImanagethefollowing:–Theoverallhealthoftheproject;–Scope;–Acquisitionofgoodsandservices;–Value.ProjectManagementControl12•PMBOK“theprocessesrequiredtoacquiregoodsandservices’;•Procurementschedule(assuch)shouldonlybeconsideredafterthenetworkdiagramandschedulebarcharthasbeenfinalizedbutbeforetheresourcehistogramsandcashflowstatements–thuswhat,whenbeforehowmuchandhowmuchwhen….ProcurementProjectManagementControl13ProcurementProjectManagementControl14•HowdoImanagethefollowing:–Theoverallhealthoftheproject;–Scope;–Acquisitionofgoodsandservices;–Value.ProjectManagementControl15Context•70%ofprojectsare:•Overbudget•Behindschedule•52%ofallprojectsfinishat189%oftheirinitialbudget•Andsome,afterhugeinvestmentsoftimeandmoney,aresimplynevercompleSource:TheStandishGroupProjectManagementControl16WhatisEarnedValue?EarnedValueisanapproachforunderstandingandassessingwhataprojectisachievingwithbudgetedmoney.ProjectManagementControl17WhatDoYouNeedforEVA?1004060152530303.AllocateBudgets1.DefinetheWork2.ScheduletheWorkRPMBaselineContractBudgetBaseTimeProjectManagementControl18ManagingWithoutEVAExampleyoubudget100hourstoassemblebridgePillarsandattheendoftheperiodyouhaveachievedthe100hoursBudgetActualVariance100hours@R300R100hours@R300R0Wowweareonbudget!ProjectManagementControl19ManagingWithoutEVADoesthismeanwehaveachieved100hoursworthofwork?Actualcostisnotanindicationofprogress,-Onlyanindicatorofhours/moneyspent.ProjectManagementControl20ImportantTermsBCWS-BudgetedCostofWorkScheduled:Plannedcostofthetotalamountofworkscheduledtobeperformedbythemilestonedate;ACWP-ActualCostofWorkPerformed:Costincurredtoaccomplishtheworkthathasbeendonetodate;BCWP-BudgetedCostofWorkPerformed:Theplanned(notactual)costtocompletetheworkthathasbeendone.ProjectManagementControl21Example4900055000020000400006000080000100000120000Jan-03Feb-03Mar-03Apr-03May-03Jun-03Jul-03Aug-03Sep-03Oct-03Nov-03Dec-03BCWPBCWSProjectManagementControl22Example•SV-ScheduleVariance:(BCWP-BCWS):•Acomparisonofamountofworkperformedduringagivenperiodoftimetowhatwasscheduledtobeperformed.•AnegativevariancemeanstheprojectisbehindscheduleProjectManagementControl23Example550004900056000020000400006000080000100000120000Jan-03Feb-03Mar-03Apr-03May-03Jun-03Jul-03Aug-03Sep-03Oct-03Nov-03Dec-03BCWSBCWPACWPProjectManagementControl24Example•CV-CostVariance:•(BCWP-ACWP)•Acomparisonofthebudgetedcostofworkperformedwithactualcost.•Anegativevariancemeanstheprojectisoverbudget.ProjectManagementControl25ExampleScheduleVariance=BCWP-BCWS:$49,000-55,000S