【正文】 Activity Data:,Review the number of proposed,Review the number of open,Determine the timing,Identify the source groups,Close attention !,Keep low !,Resolve early !,Who request change ?,,www.Ufsoft.com.cn,Time Period,Example of elementary report for change activity:,www.Ufsoft.com.cn,Reporting amp。 Analyzing Issue Activity:,Types of Issue Activity: Identified, Closed, Open,Analyzing Issue Activity Data: Use the same guideline as that in analyzing change activity,www.Ufsoft.com.cn,Collecting Schedule Status:,The process for monitoring the schedule, finances, effort, staff levels, and computer resources are similar.,Record Schedule Status,Accumulate Schedule Status,Enter Schedule Status,Compare Actual to Baseline,Identify Significant Variances,Analyze,Collect,www.Ufsoft.com.cn,8.2.3 Monitor Finances,Record Costs,Accumulate Costs,Enter Costs,Compare Actual to Baseline,Identify Significant Variances,Analyze,Collect,www.Ufsoft.com.cn,8.2.4 Monitor Resources,Reporting amp。 Analyzing Effort Hours:,Effort is defined by the SE Metrics as a measure of the amount of human resources directly applied to create or maintain a system. Effort is usually measured in effort hours.,Timetracking,Effortreporting,Billing,Labor Hours,Effort Hours,Differentiate following:,www.Ufsoft.com.cn,8.2.5 Monitor Quality,Reporting amp。 Analyzing Defects:,Defects are a measure of a product’s quality and the processes that created that product.,Project Management is primarily concerned with reporting amp。 analyzing faults.,QA check (all aspects in key points),www.Ufsoft.com.cn,8.2.6 Monitor Subcontractors,Collecting Subcontractor Status: All project teams should collect and analyze Subcontractor Status at least monthly.,www.Ufsoft.com.cn,8.2.7 Determine Project Progress,Analyzing Overall Project Progress:,Overall Project Progress Analysis involves reviewing all significant variances previously identified and developing a single, prioritized list of all project variances.,Reviewing Overall Project Progress:,www.Ufsoft.com.cn,(Continued),www.Ufsoft.com.cn,Reevaluating Risk:,The procedure is similar to the initial functionlevel risk assessment as presented in Startup and Planning:,See details in Appendix,8.3 Control Project,www.Ufsoft.com.cn,Controlling Project involves determining the root cause of significant variances, applying corrective actions necessary to bring the project back into conformance, managing changes, and communicating project progress. One lesson: Control and Communicate Project Progress,www.Ufsoft.com.cn,8.3.1 Control and Communicate Project Progress,Evaluating and Resolving Significant Variances:,Corrective Action Plans are the documentation of the specific actions that need to be taken to eliminate or minimize the impact of known problems.,Procedure for evaluating amp。 resolving significant variances: State the problems. Determine the root causes Identify constraints Develop alternative corrective actions. Evaluate alternatives and select the best one Implement Corrective Action Plans,www.Ufsoft.com.cn,Example of Corrective Action Plan Form:,SV=Schedule variance SV%=Schedule variance percentage TF=Total Float CV=Cost variance CV%=Cost variance percentage,www.Ufsoft.com.cn,Revising Project Plan:, If all or part of the variances cannot be recovered by implementing Corrective Action Plans, it may be necessary to revise the baselined project plan.,Baseline Revision is a change to the existing, approved Project Plan. All baseline revision must be approved before they are incorporated into any of the components of the Project Plan.,www.Ufsoft.com.cn,Communicating Project Progress:,Maintaining an environment of open communication,Executing the communication plan.,Project Status Report documents the current condition or progress of the project at specified points in time.,Summary level,Intermediate level,Detailed level,UF manager Customer,Project manager,Team members,,www.Ufsoft.com.cn,文檔分類和命名,文檔分類和命名,文檔分類和命名,文檔的版本管理,文檔的日常管理：歸檔、保密、確認(rèn)、提交,實施項目文檔管理,文檔的規(guī)范和內(nèi)容質(zhì)量,知識管理,五、討論和案例分析,討論：ERP實施銷售與商務(wù)管理,實施產(chǎn)品：基于應(yīng)用提供服務(wù)包(個性化) 為做好實施服務(wù)銷售,銷售人員要知道什么? 做好服務(wù)銷售的關(guān)鍵點有哪些?,www.Ufsoft.com.cn,控制客戶期望值(討論),業(yè)務(wù)應(yīng)用期望： Selling time Project initiating Requirements analysising and mapping Testing 做法與資源投入 配合問題,www.Ufsoft.com.cn,六、課程內(nèi)容總結(jié),標(biāo)準(zhǔn)實施路線圖,售前咨詢 項目準(zhǔn)備 項目建設(shè) 項目交付 運(yùn)行支持,www.Ufsoft.com.cn,www.Ufsoft.com.cn,Startup,項目計劃,項目執(zhí)行,項目結(jié)束,項目變更?,監(jiān)督 與 控制,(修訂項 目計劃),No,Yes,Path/Template,Tools/facilities /Guideline/Template,方法論,知識庫,On time Within budget Meets requirements Meets expectations,www.Ufsoft.com.cn,Project Plan Components:,www.Ufsoft.com.cn,Revise and Reissue Project Management Outputs,Revised project conditions,Measure Status,Analyze Progress,Assess Risk,Apply Corrective Actions,Revise Baselines,Communicate Project Progress,Monitor,,,Control,Maintain,Execution and CloseDown:,Project Management Success Factors Matrix,www.Ufsoft.com.cn,Corrective Actions,Preventive Actions,,,S F U A C C C T E O S R S S,Risks,Project Mgr Actions,Success Indicators,www.Ufsoft.com.cn,謝謝！