【文章內(nèi)容簡(jiǎn)介】 理與監(jiān)控,4.1項(xiàng)目階段策略,www.Ufsoft.com.cn,2.9,分析與設(shè)計(jì)財(cái)務(wù),3,開(kāi)發(fā)與確認(rèn)改變 財(cái)務(wù),3,開(kāi)發(fā)與確認(rèn)改變制造和SCM,4,實(shí)施財(cái)務(wù),5,新財(cái)務(wù) 系統(tǒng)運(yùn)行,4,實(shí)施工廠1,4,實(shí)施工廠2,5,新系統(tǒng)運(yùn)行 工廠1,5,新系統(tǒng)運(yùn)行工廠,,,,SEG1,SEG2,SEG3,SEG4,4.2實(shí)施路線的剪裁設(shè)計(jì),假設(shè)每個(gè)活動(dòng)/任務(wù)都包括 按建議的順序執(zhí)行每個(gè)活動(dòng)/任務(wù) 確定當(dāng)前所在的位置（系統(tǒng)生命周期） 去除不必要的活動(dòng) Develop written justification for exclusion 裁減角色和職責(zé) 定義階段（segmentation）策略 準(zhǔn)備裁減的項(xiàng)目計(jì)劃 準(zhǔn)備下階段里程碑計(jì)劃,www.Ufsoft.com.cn,討論,設(shè)計(jì)一個(gè)項(xiàng)目的實(shí)施路線 集團(tuán)型（多組織）、多期 單組織、多期 一個(gè)升級(jí)項(xiàng)目如何設(shè)計(jì)？,www.Ufsoft.com.cn,4.3項(xiàng)目目標(biāo)與范圍管理,www.Ufsoft.com.cn,Scope Management is the process of explicitly defining the project so the project work is structured and subdivided into manageable tasks. Objectives and performance indicators,控制項(xiàng)目范圍,www.Ufsoft.com.cn,Maintenance,Project Scope,Project Scope,Project Scope,Project Scope,Schedule,Quality,Cost,Technical,Change,Change,4.4 項(xiàng)目質(zhì)量管理,www.Ufsoft.com.cn,售前支持階段： －充分的風(fēng)險(xiǎn)評(píng)估 －規(guī)范的工作流程 －重點(diǎn)明確雙方責(zé)任和義務(wù) －項(xiàng)目實(shí)施范圍 －驗(yàn)收標(biāo)準(zhǔn)和付款條件。 實(shí)施階段： －項(xiàng)目組織 －工作流程 －實(shí)施計(jì)劃 －交付成果 －變動(dòng)、成本控制 －文檔的審核和規(guī)范。 合理分工管理：項(xiàng)目總監(jiān)、項(xiàng)目經(jīng)理、高級(jí)顧問(wèn)分工監(jiān)控,項(xiàng)目質(zhì)量管理,加強(qiáng)實(shí)施項(xiàng)目監(jiān)控 加強(qiáng)項(xiàng)目管理分析和溝通 加強(qiáng)知識(shí)管理 加強(qiáng)自我學(xué)習(xí),www.Ufsoft.com.cn,討論,補(bǔ)丁管理 跨系統(tǒng)移植（保持環(huán)境一致） 工具 管理手段,www.Ufsoft.com.cn,4.5 客戶關(guān)系管理,www.Ufsoft.com.cn,Customer relationship is the process of establishing and maintaining a business relationship with the customer that results in a partnership, although not in a legal sense. Three lessons: Acquire and Analyze Customer Information Begin a Partnership With the Customer Gain Customer Commitment to the Partnership,www.Ufsoft.com.cn,6.1 Acquire and Analyze Customer Information,Customer Information: Business Industry Organizational Environment IT Environment,Decisionmaker Decisionblocker Ally Opponent Sponsor,Partnership rather than supplier !!,社會(huì)關(guān)系網(wǎng)絡(luò) Advice network 信任網(wǎng)絡(luò) 溝通網(wǎng)絡(luò),www.Ufsoft.com.cn,6.2 Begin a Partnership With the Customer,Determine the Customer’s Criteria for Success Customer’s Expectations:,Review customer information,Interview the customer,Substantiate your views,Analyze potential criteria,Customer’s definition of success,List of criteria of success,,www.Ufsoft.com.cn,6.3 Gain Customer Commitment to the Partnership,Selling UF’s Business Expertise Selling UF’s Products Gaining Commitment to Project Planning Gaining Commitment to a Defined Methodology,Build customer confidence and trust in the UF team,Get customer involve in Project Planning,討 論,項(xiàng)目實(shí)施過(guò)程中,如何建立良好的客戶合作關(guān)系？ 不同類型的項(xiàng)目合作方式下（交鑰匙工程、共同承擔(dān)、零星指導(dǎo)）,客戶關(guān)系處理的特點(diǎn)。,www.Ufsoft.com.cn,建立良好的客戶合作關(guān)系,目標(biāo)： 客戶內(nèi)部有效推動(dòng)項(xiàng)目 管理客戶期望 全過(guò)程、全方位創(chuàng)造條件,積極建立、影響客戶的項(xiàng)目組織 掌握客戶內(nèi)部關(guān)系“聯(lián)絡(luò)圖” 利用“聯(lián)絡(luò)圖”輔助建立客戶項(xiàng)目組織 對(duì)決策的影響 態(tài)度：被動(dòng)接球與主動(dòng)影響 積極溝通,www.Ufsoft.com.cn,4.6 風(fēng)險(xiǎn)管理,www.Ufsoft.com.cn,Risk Management means systematically identifying and assessing the risk factors of a project and subsequently planning to avoid, mitigate, or accept these risk factors. Project risk is reduced by taking action to avoid the risk, decreasing related uncertainties or consequences, or transfer the risk. Two lessons: Conduct a Risk Assessment Plan for Risk Handling,項(xiàng)目風(fēng)險(xiǎn)分析 1/2,商務(wù)風(fēng)險(xiǎn) 客戶/XX/競(jìng)爭(zhēng) 用戶接受風(fēng)險(xiǎn)(Acceptance risk) 用戶期望值 用戶態(tài)度 對(duì)用戶的影響力 技術(shù)風(fēng)險(xiǎn) 系統(tǒng)定義/系統(tǒng)設(shè)計(jì)/客戶IT技術(shù)環(huán)境,www.Ufsoft.com.cn,項(xiàng)目風(fēng)險(xiǎn)分析 2/2,實(shí)施風(fēng)險(xiǎn) 客戶公司的文化環(huán)境 客戶人員 Project structure and training XX項(xiàng)目組 外部風(fēng)險(xiǎn) 項(xiàng)目管理風(fēng)險(xiǎn),www.Ufsoft.com.cn,www.Ufsoft.com.cn,Detailed Risk Assessment identify specific project risks, evaluate the likelihood of the risks being realized.,You can use following techniques: Brainstorming, Historical results, Interviewing, …, and Functionlevel risk assessment,Functionlevel risk assessment,See the detail example,www.Ufsoft.com.cn,Risk Identification List documents the possible risk items,Example:,Plan for Risk Handling,www.Ufsoft.com.cn,Risk Handling Approaches,Transfer,Mitigation,Acceptance,Moving to another party,Revising scope amp。 budget without impact on objectives,Accept risk, developing a contingency plan,www.Ufsoft.com.cn,Risk Assessment / Handling Plan A detailed description of each significant risk item and its handling approach.,4.4 Schedule Management,www.Ufsoft.com.cn,Schedule Management is the process of creating the project schedule to encompass all deliverables and resources required within the scope of the project.,Building the Project Schedule,www.Ufsoft.com.cn,A Project Schedule is the timing plan for completing a project.,Two Factors to consider in preparing schedule: CPM amp。 Constraint analysis,Planning Approach: Rolling Wave,Three Major Iterations: Preliminary CPM Schedule Optimized Schedule Baselined Schedule,www.Ufsoft.com.cn,Preliminary CPM Schedule:,Step 1: WBS amp。 WBS Dictionary,Twoweek guideline Oneweek grouping Longrange planning,Step 2: Work element duration,Step 3: Logic network diagram,A,A,B,B,B,A,FS,SS,FF,Step 4: Calculate CPM Schedule,( See the example on next page ),www.Ufsoft.com.cn,,,Step 4: ( Continued ),A 2,B 3,C 4,D 8,E 3,F 5,3 5,5 7,3 10,7 10,TF=2 / FF=0,3 6,TF=4 / FF=4,TF=0 / FF=0,3 10,TF=0 / FF=0,1 2,1 2,6 8,8 10,TF=2 / FF=2,11 15,11 15,TF=0 / FF=0,,Task Duration,ES EF,LS LF,Forward Pass: EF=ES+Duration1 Backward Pass: LS=LFDuration+1 Critical Path=ADF TF=LFEF or LSES FF=ES(successor) EF(predecessor) 1,ww