IT项目管理过程(第三章).ppt
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IT项目管理过程(第三章).ppt
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Chapter3:
TheProjectManagementProcessGroups:
ACaseStudy,Chapter3:
TheProjectManagementProcessGroups:
ACaseStudy,ProjectManagementProcessGroupsMappingtheProcessGroupstotheKnowledgeAreasDevelopinganITProjectManagementMethodologyCaseStudy:
JWDConsultingsProjectManagementIntranetSite,3,ProjectManagementProcessGroups,Aprocessisaseriesofactionsdirectedtowardaparticularresult.Projectmanagementcanbeviewedasanumberofinterlinkedprocesses.Theprojectmanagementprocessgroupsinclude:
Initiatingprocesses:
PlanningprocessesExecutingprocessesMonitoringandcontrollingprocessesClosingprocessesTheprocessgroupscanbeappliedforeachmajorphaseofaproject,orcanbeappliedtoanentireproject.,4,LevelofActivityandOverlapofProcessGroupsOverTime,5,Percentageoftimespentoneachprocessgroup,Chapter3:
TheProjectManagementProcessGroups:
ACaseStudy,ProjectManagementProcessGroupsMappingtheProcessGroupstotheKnowledgeAreasDevelopinganITProjectManagementMethodologyCaseStudy:
JWDConsultingsProjectManagementIntranetSite,7,MappingtheProcessGroupstotheKnowledgeAreas,YoucanmapthemainactivitiesofeachPMprocessgroupintothenineknowledgeareasbyusingthePMBOKGuide2004.Notethatthereareactivitiesfromeachknowledgeareaundertheplanningprocessgroup.Allinitiatingactivitiesarepartoftheprojectintegrationmanagementknowledgearea.,8,RelationshipsAmongProcessGroupsandKnowledgeAreas,9,Chapter3:
TheProjectManagementProcessGroups:
ACaseStudy,ProjectManagementProcessGroupsMappingtheProcessGroupstotheKnowledgeAreasDevelopinganITProjectManagementMethodologyCaseStudy:
JWDConsultingsProjectManagementIntranetSite,11,DevelopinganITProjectManagementMethodology,Justasprojectsareunique,soareapproachestoprojectmanagement.Manyorganizationsdeveloptheirownprojectmanagementmethodologies,especiallyforITprojects.BlueCrossBlueShieldofMichiganusedthePMBOKGuide2000todeveloptheirITprojectmanagementmethodology.SixSigmaprojectsandtheRationalUnifiedProcess(RUP)frameworkuseprojectmanagementmethodologies.,12,ITPMMethodology,ManypartsofthisapproachmaptothePMBOK,butsomeactivitieshavebeenchangedtomeettheneedsoftheorganization.,Chapter3:
TheProjectManagementProcessGroups:
ACaseStudy,ProjectManagementProcessGroupsMappingtheProcessGroupstotheKnowledgeAreasDevelopinganITProjectManagementMethodologyCaseStudy:
JWDConsultingsProjectManagementIntranetSite,14,CaseStudy:
JWDConsultingsProjectManagementIntranetSite,Thiscasestudyprovidesanexampleofwhatsinvolvedininitiating,planning,executing,controlling,andclosinganITproject.Thiscasestudyprovidesabigpictureviewofmanagingaproject.Laterchaptersprovidedetailedinformationoneachknowledgearea.,15,ProjectPre-InitiationandInitiation,Initiatingaprojectincludesrecognizingandstartinganewprojectorprojectphase.Someorganizationsuseapre-initiationphase,whileothersincludeitemssuchasdevelopingabusinesscaseaspartoftheinitiation.Themaingoalistoformallyselectandstartoffprojects.Everyorganizationhasitsownvariationsofwhatdocumentsarerequiredtoinitiateaproject.Itsimportanttoidentifytheprojectneed,stakeholders,andmaingoals.,16,Pre-InitiationTasks,Determinethescope,time,andcostconstraintsfortheprojectIdentifytheprojectsponsorSelecttheprojectmanagerDevelopabusinesscaseforaprojectMeetwiththeprojectmanagertoreviewtheprocessandexpectationsformanagingtheprojectDetermineiftheprojectshouldbedividedintotwoormoresmallerprojects,17,Businesscase,IntroductionBusinessObjectiveCurrentsituationandproblem/opportunitystatementCriticalassumptionandconstraintsAnalysisofoptionsandrecommendationPreliminaryprojectrequirementsBudgetestimateandfinancialanalysisScheduleestimatePotentialrisksExhibits,18,Initiating,Themainoutputsare:
aprojectcharterstakeholderregisterstakeholdermanagementstrategyAnotheroutputthatEricafoundveryusefulforinitiatingprojectswasaformalprojectkick-offmeeting.,19,StakeholderRegister,StakeholderManagementStrategy,Contentsareoftensensitive,sodonotpublishthisdocument,20,Kick-offMeetingAgenda,21,22,ProjectPlanning,Themainpurposeofprojectplanningistoguideexecution.EveryknowledgeareaincludesplanninginformationKeyoutputsincludedintheJWDprojectinclude:
Ateamcontract.Ascopestatement.Aworkbreakdownstructure(WBS).Aprojectschedule,intheformofaGanttchartwithalldependenciesandresourcesentered.Alistofprioritizedrisks(partofariskregister).,23,JWDConsultingIntranetSiteProjectBaselineGanttChart,24,ListofPrioritizedRisks,25,ProjectExecuting,Projectexecutionusuallytakesthemosttimeandresources.Projectmanagersmustusetheirleadershipskillstohandlethemanychallengesthatoccurduringprojectexecution.Manyprojectsponsorsandcustomersfocusondeliverablesrelatedtoprovidingtheproducts,services,orresultsdesiredfromtheproject.Amilestonereportcankeepthefocusoncompletingmajormilestones.,26,PartofMilestoneReport,27,ProjectMonitoringandControlling,Involvesmeasuringprogresstowardprojectobjectives,monitoringdeviationfromtheplan,andtakingcorrectiveactiontomatchprogresswiththeplan.Affectsallotherprocessgroupsandoccursduringallphasesoftheprojectlifecycle.Outputsincludeperformancereports,requestedchanges,andupdatestovariousplans.,28,ProjectClosing,Involvesgainingstakeholderandcustomeracceptanceofthefinalproductsandservices.Evenifprojectsarenotcompleted,theyshouldbeformallyclosedinordertoreflectonwhatcanbelearnedtoimprovefutureprojects.Outputsincludeprojectarchivesandlessonslearned,whicharepartoforganizationalprocessassets.Mostprojectsalsoincludeafinalreportandpresentationtothesponsororseniormanagement.,29,ClosingProgressesandOutput,
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- IT 项目 管理 过程 第三