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1、WORLD-WIDEPROJECT MANAGEMENTMETHODOLOGYFocusPM,Applying FocusPM for Non-Project Managers,WORLD-WIDE Appl,Todays Topics Project Management Initiative History of Development Content and Strategy Required inputs to FocusPM Key Business Points Methodology Overview Benefits of FocusPM Why choose HP?,Focu
2、sPM: It will change the,Current State,The size and complexity of solution projects have been consistently growing Different result while delivered by different PM ( even excellent) Project Managers use methodologies inconsistently Best practices are not captured, shared, or reused The Project Manage
3、rs role, responsibility and authority are not clearly defined Client dissatisfaction and low profitability are issues in many projects,The size and complexity of,Future State,Projects are a major contributor to our profitability Clients perceive our Project Management as one of HPs competitive advan
4、tages The Project Manager is perceived as a highly desired job within HP with clear authority and responsibility to make projects a success Using a single global methodology and tools contribute to successful projects Knowledge capture and reuse greatly increase the effectiveness of our Project Mana
5、gers,Projects are a major contri,HP公司项目管理提案(-59张)课件,Project Management Initiative,Objective 2:Clearly define role and authority as well as measures, rewards, and scoping of Project Managers,Objective 3:Rapidly enhance our Project Management capability through development and hiring,Objective 1: Enab
6、le the implementation of a consistent Project Management methodology world-wide,Objective 2:Objective 3:Obje,Role of Project Manager,Responsible for profitability (scope / terms & conditions / cost / schedule) of project Key role in selling process - qualifying project and recommending GO / NO GO As
7、sesses and manages risk during selling and delivery process Manages project team during the project Manages relationship between clients and HP / partners / subcontractors Major relationship with CBM, CBL & Principal Consultant in pre-sales Drives the success of the project,Responsible for profitabi
8、lity,PMs are Empowered to:,Have sole accountability for profitability of projects Have a major responsibility in the selling process Have authority to be the only manager of project delivery Have authority to be the major interface to client during the project Does NOT mean that Project Manager is t
9、he most important person for project success - entire HP Team is important for project success,Have sole accountability for,WORLD-WIDEPROJECT MANAGEMENTMETHODOLOGYFocusPM,WORLD-WIDE,History of Development,Project Managers asked for a more professional methodology for planning and implementing projec
10、ts Based on previous principle (CPLC) & HP best practices November 1996 initial strategy,January 1998 Final ReviewWW Review Team,Project Managers aske,Compared to Previous Methodology,Is consistent with the Project Management Institutes (PMI & Prince2 standards) Incorporates HP best practices Provid
11、es rigor and detail in the planning phases Includes a robust toolkit in the planning and implementation phases Meets the need of Project Managers to manage increasingly larger and more complex projects,Is consistent with the Pr,Benefits of FocusPM,Improved HP bottom line by cutting losses on project
12、s Ensures consistent world-wide approach to client projects (will be used by HPC, ISBU, and OSD) Developed under leadership of global HPC/ ISBU Steering CommitteeIncorporates WW HPC/ ISBU best practices and industry standard Project Management methods and terminology (PMI and Prince2) Can be used fo
13、r any type of project (Scaleable) Provides a full set of forms, tools and templatesIncludes a rigorous process for assessing / managing risk,Improved HP bottom line,Components of FocusPM,Guide, Manual and all Tool,Key Strategies,Consistent quality criteria and measures Knowledge sharing and re-use (
14、Project Snapshots) Sequence of activities and tasks (Bid Plan, Design, Plan, Propose, Negotiate) PM process measurements by phase, i.e., Quality Reviews Quality reviews - process and content (local process) PM Methodology for Project Managers Scaleable: Use on all projects,Key Strategies Consisten,R
15、eview Criteria for each Tool / Output Quality reviews in each FocusPM Phase and Activity,Quality in FocusPM,Quality in FocusPM,FocusPM: Scaleable for All Projects,Very large, complex project,Small project,Medium-sized project,How?,FocusPM: Scaleable for Al,Methodology Structure of FocusPM,Phase,Acti
16、vity,Task,Process,Output* (Tools),Input,* Dont confuse Output with Client Deliverables,Methodology Structure of F,FocusPM Methodology Overview,2.1 Prepare Technical Solution2.2 Develop Project Scope Statement and WBS2.3 Develop Project Schedule2.4 Establish Project Resource Requirements2.5 Develop P
17、roject Risk Management Plan2.6 Develop Additional Preliminary Project Plans2.7 Develop Project Budget2.8 Resolve Inconsistencies in Project Plan2.9 Perform Project Plan Quality Review2.10 Prepare and Present Client Proposal2.11 Perform Planning and Proposal Quality Review,Activities,3.1 Reach Agreem
18、ent on Proposal3.2 Produce Final Proposal and Project Baseline3.3 Complete Contract3.4 Perform Selection Quality Review,Activities,4.1 Start Up Project4.2 Conduct Project ControlProject Plan ExecutionSchedule Tracking and ControlFinancial Tracking and ControlHuman Resources Mgt.Communications Mgt.Qu
19、ality ControlRisk ManagementChange ControlConfiguration Mgt.Contract and Procurement Mgt.4.3 Implement SolutionManage to the Project Plan Project Teams Client Expectations Project DeliverablesPerform Client AcceptanceTransfer to Warranty and Support4.4 Close Project Implementation4.5 Perform Impleme
20、ntation Quality Review,Activities,5.1 Fulfil Warranty Commitments5.2 Perform Warranty Quality Review,Activities,6.1 Initiate Post-Warranty Support Services6.2 Perform Support Quality Review,Activities,1.1 Appoint Project Manager1.2 Estimate Bid Effort of Engagement1.3 Perform Quality Review of Engag
21、ement1.4 Request Authorisation to Bid,Activities,FocusPM Methodology Overview,Required Inputs(From Principal Consultants, Solution Consultants),ImprovedWin RatioandRepeatableBusiness,FocusPMMethodology,Local Authorisation FormOpportunity Investigation(AO, SBC, etc.)Request for Proposal (RFP)Invitati
22、on to Quote (ITQ)Signed Risk Opportunity and Analysis Model (ROAM),ImprovedFocusPM,IT WILL CHANGE THE WAY WE DO BUSINESS - Jim Sherriff Following FocusPM is mandatory for PMs The Project Plan content is used in the proposal Planning components (Design and Project Plan) can be deliverable templates i
23、n a consulting project HPs service methodologies (from FOIs) are included in the development of the WBS The Project Plan is the basis for the contract and becomes the Addendum to the contract - (Not the Proposal) New Roles and Responsibilities for PMs and others Scalability - all activities and task
24、s required,Key Business Points,IT WILL CHANGE THE WAY WE,If required resources are not available, PM escalates the issues and stops the project - Rescheduling occurs upon start-up Checkpoints in the FocusPM Bid Plan require management approval before proceeding,Bid Plan - PresalesProject Plan - Impl
25、ementationProposal - SubmissionClient negotiated proposal changesScope changes,Key Business Points,(Continued),Bid Plan - PresalesKey Busines,The Project Manager is responsible for,leading the delivery of large integrate solution and for key steps in the sale of solution overall project plan, budget
26、, schedule, staffing. overall risk management and profitability making a recommendation to management (GO/NO GO decision) effectively applying the FocusPM Methodology to solution project,The Project Manager is respons,is the single point of contact with client is the Business Manager for the project
27、 is accountable for the agreed-upon margin for the project manages all people resources on the project is accountable to Senior Manager must have all change control requests approved by HP Management and Client provides performance feedback on all project team members at major milestones and project
28、 close-out - aligned with HP Consulting Couselee Review Process,During the Project, the Project Manager,During the Project, the,FocusPM Methodology Overview,2.1 Prepare Technical Solution2.2 Develop Project Scope Statement and WBS2.3 Develop Project Schedule2.4 Establish Project Resource Requirement
29、s2.5 Develop Project Risk Management Plan2.6 Develop Additional Preliminary Project Plans2.7 Develop Project Budget2.8 Resolve Inconsistencies in Project Plan2.9 Perform Project Plan Quality Review2.10 Prepare and Present Client Proposal2.11 Perform Planning and Proposal Quality Review,Activities,3.
30、1 Reach Agreement on Proposal3.2 Produce Final Proposal and Project Baseline3.3 Complete Contract3.4 Perform Selection Quality Review,Activities,4.1 Start Up Project4.2 Conduct Project ControlProject Plan ExecutionSchedule Tracking and ControlFinancial Tracking and ControlHuman Resources Mgt.Communi
31、cations Mgt.Quality ControlRisk ManagementChange ControlConfiguration Mgt.Contract and Procurement Mgt.4.3 Implement SolutionManage to the Project Plan Project Teams Client Expectations Project DeliverablesPerform Client AcceptanceTransfer to Warranty and Support4.4 Close Project Implementation4.5 P
32、erform Implementation Quality Review,Activities,5.1 Fulfil Warranty Commitments5.2 Perform Warranty Quality Review,Activities,6.1 Initiate Post-Warranty Support Services6.2 Perform Support Quality Review,Activities,1.1 Appoint Project Manager1.2 Estimate Bid Effort of Engagement1.3 Perform Quality R
33、eview of Engagement1.4 Request Authorisation to Bid,Activities,FocusPM Methodology Overview,Key Decision: - HPs Response to Client,InputLocal Authorisation FormOpportunity InvestigationRequest for Proposal (RFP)Invitation to Quote (ITQ)Risk and Opportunity Analysis Model (ROAM),OutputProject Manager
34、 AppointmentClient RequirementsProject Mission and ObjectivesBid PlanBid Quality ReviewLocal Authorisation Form,1.0 Initiation Phase - Overview,Objective: Manage HPs opportunity cost,Key Decision: - HPs Response to Client,Key Decision: InputOutputAc,1.1Appoint Project Manager,1.2Estimate BID Effort,
35、1.3Perform QualityReview of Engagement,1.4Request Authorisation to Bid,Engagement Opportunity,Planning andProposal,Activity 1.1Appoint Project Manager,Task 1.1.1Select Project Manager,Task 1.1.3Review Project Requirements,Task 1.1.2Establish Project File,Local Authorisation FormOpportunity Investiga
36、tionRequest for Proposal (RFP) or Invitation to Quote (ITQ)Risk & Opportunity Analysis Model (ROAM) HPC Form,1.1.1Project Manager EngagementPMT5200Letter and Project Charter,1.1.2Project FilePMC1250,1.1.3Client RequirementsPMT1080,1.1.2Project File - EstablishedPMC1250,1.1.1Project Manager Engagemen
37、tPMT5200Letter and Project Charter,Input,OutputTools,1.0 Initiation Phase,1.11.21.31.4Engagement Plannin,Project File in Initiation Phase,Project File in Initiation Pha,1.1Appoint Project Manager,1.2Estimate BID Effort,1.3Perform QualityReview of Engagement,1.4Request Authorisation to Bid,Engagement
38、 Opportunity,Planning andProposal,Activity 1.2Estimate Bid Effort,Task 1.2.1Complete Project Mission and Objectives,Task 1.2.2Develop Bid Plan,1.1.3Client RequirementsPMF1080,1.1.3Client RequirementsPMF10801.2.1Project Mission and ObjectivesPMT1100,1.2.2Bid PlanPMT1200,1.2.1 Project Mission and Obje
39、ctivesPMT1100,Input,OutputTools,1.0 Initiation Phase,1.11.21.31.4Engagement Plannin,1.1Appoint Project Manager,1.2Estimate BID Effort,1.3Perform QualityReview of Engagement,1.4Request Authorisation to Bid,Engagement Opportunity,Planning andProposal,Activity 1.3Perform Quality Review of Engagement,In
40、put,OutputTools,Task 1.3.1Review Project Documentation,Task 1.3.2Perform Quality Review,1.1.2Project FilePMC12501.1.3Client RequirementsPMF10801.2.1Project Mission and ObjectivesPMT11001.2.2Bid PlanPMT1200,1.1.2Project FilePMC12501.2.1Project Mission and ObjectivesPMT11001.2.2Bid PlanPMT1200,1.3.2Qu
41、ality Review - MinutesPMF6051,1.3.1 Documentation Review,1.0 Initiation Phase,1.11.21.31.4Engagement Plannin,1.1Appoint Project Manager,1.2Estimate BID Effort,1.3Perform QualityReview of Engagement,1.4Request Authorization to Bid,Engagement Opportunity,Planning andProposal,Activity 1.4Request Author
42、ization to Bid,Task 1.4.1Present Recommendation for Approval,Task 1.4.3Establish Bid Team,Task 1.4.2Update Project File,1.2.1Project Mission and ObjectivesPMT1100 1.2.2Bid PlanPMT12001.3.2Quality Review - MinutesPMF6051,1.1.2Project FilePMC12501.4.1Local Authorisation,1.2.2Bid PlanPMT12001.4.1Local
43、Authorisation,1.4.3Internal/External Resources- Bid TeamPMF5100,1.4.2Project File - UpdatedPMC1250,1.4.1 Local Authorisation,Input,OutputTools,1.0 Initiation Phase,1.11.21.31.4Engagement Planni,Highlights of Initiation Phase,Project Mission and Objective Project Background Project Objective (Client)
44、 Critical Success Factor Exclusions Key milestones Constrain HP Objectives,Highlights of Initiation Phase,Risk Management begins in the Initiation Phase and continues throughout the other phases: Sales team completes Risk and Opportunity Analysis Model (ROAM) Stresses value of formalized risk assess
45、ment process versus gut feeling Stresses control and profitability,Good decision: Improved win/loss ratio No bad projects!,Highlights of Initiation Phase(Continued),Risk Management begins in the,The Project Manager: Is assigned early in the process Reviews sales information on client and project Cre
46、ates Project Mission and Objectives Develops Bid Plan Recommends next step May have an additional project review with client,Highlights of Initiation Phase,(Continued),The Project Manager:Highlight,As input to Phase 1, the Sales Team: Develops sales vision Conducts client evaluation Qualifies the Cl
47、ient: - Finds assurances that client can afford the solution - Determines whether client vision is compatible with HP mission Develops initial risk analysis (ROAM),Highlights of Initiation Phase,(Continued),As input to Phase 1, the Sales,1 out of 10 projects progress from Initiation Phase to Plannin
48、g and Proposal Phase 3 out of 4 projects in the Planning and Proposal Phase progress to the Selection Phase 4 out of 5 projects in the Selection Phase progress to the Implementation Phase,Success Story: UK HP Consulting,Success Story: UK HP Consulti,Overview of Initiation Phase,KeyDecisions,ReviewPo
49、ints,Selection of Project Manager (1.1.1),Bid Recommendation (1.4.1),Quality Review of Engagement (1.3),Overview of Initiation PhaseK,InputApproved Bid PlanLocal Authorisation FormClient InformationClient RequirementsProject InformationService Methodologies,OutputSolution DesignScope of WorkProject
50、Plan (Including Risk Plan, Support Plan, and Warranty Plan)Project FileLocal Pricing WorksheetClient ProposalLocal Authorisation FormProject Plan/Proposal Quality Review,Objective: Design solution, develop project plan, and present a winning proposal,2.0 Planning and Proposal Phase - Overview,Key De
