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Project Management Overview prof. Bushuyev S. Project Management Overview prof. Bushuyev S.

Organizational “drivers” Project driven or Non Project driven Marketing Engineering Manufacturing Organizational “drivers” Project driven or Non Project driven Marketing Engineering Manufacturing

Washington State Department of Transportation Washington State Department of Transportation

GET THE JOB DONE! Meet or exceed customer and stakeholder expectations GET THE JOB DONE! Meet or exceed customer and stakeholder expectations

Overlapping Disciplines for Successful Project Delivery Project Management Body of Knowledge Application Area Knowledge, Overlapping Disciplines for Successful Project Delivery Project Management Body of Knowledge Application Area Knowledge, Standards, & Regulations Interpersonal Skills General Management Knowledge & Skills Understanding the Project Environment PMBOK, Third Edition

Engineering TOOLS WSDOT Design Manual, etc. Engineering TOOLS WSDOT Design Manual, etc.

Overlapping Disciplines for Successful Project Delivery Project Management Body of Knowledge Application Area Knowledge, Overlapping Disciplines for Successful Project Delivery Project Management Body of Knowledge Application Area Knowledge, Standards, & Regulations Interpersonal Skills General Management Knowledge & Skills Understanding the Project Environment PMBOK, Third Edition

Project Management TOOLS Executive Order 1032. 00 Project Management On-Line Guide PDIS, PS 8, Project Management TOOLS Executive Order 1032. 00 Project Management On-Line Guide PDIS, PS 8, etc.

Executive Order 1032. 00 …directs WSDOT employees to deliver capital transportation projects consistent with Executive Order 1032. 00 …directs WSDOT employees to deliver capital transportation projects consistent with the principles and practices of the department’s project management process. Further direction given to: • • • Executive Managers Project Team Members Specialty Groups HQ Staff

Project Management On-Line Guide http: //www. wsdot. wa. gov/Projects/Project. Mgmt/Process. htm Project Management On-Line Guide http: //www. wsdot. wa. gov/Projects/Project. Mgmt/Process. htm

“Project” A temporary endeavor undertaken to create a unique product or service. “Project” A temporary endeavor undertaken to create a unique product or service.

“Trade Off” Triangle” ) e im U D UA Q TY LI t) os “Trade Off” Triangle” ) e im U D UA Q TY LI t) os C S H (C E ET DG BU E L (T PROJECT RISK SCOPE (Requirements)

How are Scope, Schedule, and Budget linked? ET SC H DG ED BU UL How are Scope, Schedule, and Budget linked? ET SC H DG ED BU UL E Which Comes First? SCOPE Prioritize, Optimize, Accept

The Project Team ¦ Manager Project (Project Manager) ¦ Manager ¦ Manager The Project Team ¦ Manager Project (Project Manager) ¦ Manager ¦ Manager

Stakeholders $ponsor Sr. Mgmt. Project Manager ¦Managers Project Team Members Stakeholders $ponsor Sr. Mgmt. Project Manager ¦Managers Project Team Members

Project TO (Organization Breakdown Structure - OBS) $ponsor Sr. Mgmt. $ Q S R Project TO (Organization Breakdown Structure - OBS) $ponsor Sr. Mgmt. $ Q S R Project Manager ¦ Manager Team Member ¦ Team Member

Project Management Process Plan the Work Initiate & Align • Project Description • Team Project Management Process Plan the Work Initiate & Align • Project Description • Team Mission/ Assignment • Major Milestones • Boundaries • Team Identification • Roles & Responsibilitie s • Measures of Success • Operating Guidelines Endorse the Plan • Project Team Commitment • Management Endorsement • Work Breakdown Work Structure (WBS) the Plan / Master Deliverables List (MDL) • Managing • Task Planning Scope, Schedule & Scheduling & Budget • Manage Risks • Risk Planning • Manage Change • Communicatio • Communicate n Plan • Progress • Change • Issues Management Plan • Lessons Learned • Quality (QA/QC) Plan • Transition & Closure Communication Continuous Plan Transition & Closure • Implement Transition Plan • Review Lessons Learned • Reward & Recognize • Archive

Schedule Building Blocks 1. 2. 3. 4. 5. 6. 7. Team Mission Statement Work Schedule Building Blocks 1. 2. 3. 4. 5. 6. 7. Team Mission Statement Work Breakdown Structure Task Planning & Analysis Precedence or Network Diagram Resource loaded schedule Resolve resource conflicts & risk Endorsement & Commitment

Here is your new project – • SR #, • M. P. limits, • Here is your new project – • SR #, • M. P. limits, • Program

Here is your new project – • SR #, • M. P. limits, • Here is your new project – • SR #, • M. P. limits, • Program All right! Lets do it!

And the AD date is February 19, 2007 (at 10: 00). And the project And the AD date is February 19, 2007 (at 10: 00). And the project P. E. budget is $850, 000.

And the AD date is February 19, 2007 (at 10: 00). And the project And the AD date is February 19, 2007 (at 10: 00). And the project P. E. budget is $850, 000. O. K. , If you say so!

Uncertainty “Top-down” estimate approach (Analogous Estimating - based on previous project experience) Time Uncertainty “Top-down” estimate approach (Analogous Estimating - based on previous project experience) Time

Now, put together a schedule that will meet this AD date and do a Now, put together a schedule that will meet this AD date and do a monthly aging of that funding.

Now, put together a schedule that will meet this AD date and do a Now, put together a schedule that will meet this AD date and do a monthly aging of that funding. O. K. , yeah. You bet. I’ll get right on it!

Cumm. $’s • 16 months • $850, 000 • $53 K/month Time Cumm. $’s • 16 months • $850, 000 • $53 K/month Time

SR # M. P. # to M. P. # I - ? Program SR # M. P. # to M. P. # I - ? Program

AD date of February 19, 2007 ? “Budget” of $850, 000 ? AD date of February 19, 2007 ? “Budget” of $850, 000 ?

Guess I’ll make some phone calls I’ve got PS 8! I’ll get this project Guess I’ll make some phone calls I’ve got PS 8! I’ll get this project schedule ready!

Now 2/19/07 O. K. , everybody, here is the project schedule. Please meet the Now 2/19/07 O. K. , everybody, here is the project schedule. Please meet the listed submittal dates. Thanks!

Now Oh? Yeah, right! O. K. , sure! Whatever. . . Now Oh? Yeah, right! O. K. , sure! Whatever. . .

Schedule & Budget Development Use an interdisciplinary team approach Schedule & Budget Development Use an interdisciplinary team approach

Project Performance Baseline Work Breakdown Structure (WBS) Risk Planning Task Planning & Scheduling Budget Project Performance Baseline Work Breakdown Structure (WBS) Risk Planning Task Planning & Scheduling Budget “Progressive Elaboration”

Project Management Plan Project Performance Baseline Project Management Plan (including Initiate & Align documentation) Project Management Plan Project Performance Baseline Project Management Plan (including Initiate & Align documentation) Change Management Plan Quality Plan (QA/QC) Communication Plan Transition & Closure Plan

Project Management Process Plan the Work Initiate & Align • Project Description • Team Project Management Process Plan the Work Initiate & Align • Project Description • Team Mission/ Assignment • Major Milestones • Boundaries • Team Identification • Roles & Responsibilitie s • Measures of Success • Operating Guidelines Endorse the Plan • Project Team Commitment • Management Endorsement • Work Breakdown Work Structure (WBS) the Plan / Master Deliverables List (MDL) • Managing • Task Planning Scope, Schedule & Scheduling & Budget • Manage Risks • Risk Planning • Manage Change • Communicatio • Communicate n Plan • Progress • Change • Issues Management Plan • Lessons Learned • Quality (QA/QC) Plan • Transition & Closure Communication Continuous Plan Transition & Closure • Implement Transition Plan • Review Lessons Learned • Reward & Recognize • Archive

Managing Project Delivery “Initiate & Align” “Plan the Work” “Endorse the Plan” “Work the Managing Project Delivery “Initiate & Align” “Plan the Work” “Endorse the Plan” “Work the Plan” + 10% of Project effort + 90% of Project effort

Active Project Management Regular comparison of “Planned” (activities, accomplishments, costs, etc) with “Actuals” (activities, Active Project Management Regular comparison of “Planned” (activities, accomplishments, costs, etc) with “Actuals” (activities, accomplishments, costs, etc)

Project Management Process Plan the Work Initiate & Align • Project Description • Team Project Management Process Plan the Work Initiate & Align • Project Description • Team Mission/ Assignment • Major Milestones • Boundaries • Team Identification • Roles & Responsibilitie s • Measures of Success • Operating Guidelines Endorse the Plan • Project Team Commitment • Management Endorsement • Work Breakdown Work Structure (WBS) the Plan / Master Deliverables List (MDL) • Managing • Task Planning Scope, Schedule & Scheduling & Budget • Manage Risks • Risk Planning • Manage Change • Communicatio • Communicate n Plan • Progress • Change • Issues Management Plan • Lessons Learned • Quality (QA/QC) Plan • Transition & Closure Communication Continuous Plan Transition & Closure • Implement Transition Plan • Review Lessons Learned • Reward & Recognize • Archive