有效的項(xiàng)目管理--在傳統(tǒng)項(xiàng)目管理中如何監(jiān)控項(xiàng)目.ppt

1、Effective Project Management: Traditional, Agile, Extreme,Presented by (facilitator name),Managing Complexity in the Face of Uncertainty,Ch07: How to Monitor & Control a TPM Project,Using tools, templates, and processes to monitor & control a project Establishing your progress reporting system Apply

2、ing graphical reporting tools Managing the Scope Bank Building and maintaining the Issues Log Managing project status meetings Defining a problem escalation Gaining approval to close the project,Summary of Chapter 7,Ch07: How to Monitor & Control a TPM Project,Tools, Templates, & Processes Used to M

3、onitor & Control,Current period reports Cumulative reports Exception reports Stoplight reports Variance reports Gantt charts Burn charts Milestone trend charts Earned value analysis Integrated milestone trend charts and earned value analysis Project status meetings Problem escalation strategies,Ch07

4、: How to Monitor & Control a TPM Project,Hold daily team meetings Complete tasks ASAP Report problems ASAP Dont fall victim to the “creeps” Dont guess ask questions Good enough is good enough Meet but do not exceed requirements Be open and honest with your teammates,How to Keep a Project on Schedule

5、,Ch07: How to Monitor & Control a TPM Project,Timely, complete, accurate, and intuitive Isnt burdensome and counterproductive Readily acceptable to senior management Readily acceptable to the project team An effective early warning system,Characteristics of Effective Progress Reporting,Ch07: How to

6、Monitor & Control a TPM Project,Determine a set period of time and day of week Report actual work accomplished during this period Record historical and re-estimate remaining Report start and finish dates Record days of duration accomplished and remaining Report resource effort spent and remaining Re

7、port percent complete,How and What Information to Update,Ch07: How to Monitor & Control a TPM Project,Current period reports Cumulative reports Exception reports Stoplight reports Variance reports,Five Types of Project Status Reports,Ch07: How to Monitor & Control a TPM Project,Gantt Chart Project S

8、tatus Report,Figure 07-01,Ch07: How to Monitor & Control a TPM Project,Exception Report Stoplight Reports,Ch07: How to Monitor & Control a TPM Project,Cumulative Reports - Milestone Trend Charts,Figure 07-02,Ch07: How to Monitor & Control a TPM Project,Cumulative Reports - Milestone Trend Charts,Fig

9、ure 07-03,Ch07: How to Monitor & Control a TPM Project,Cumulative Reports - Milestone Trend Charts,Figure 07-04,Ch07: How to Monitor & Control a TPM Project,Cumulative Reports - Milestone Trend Charts,Figure 07-05,Ch07: How to Monitor & Control a TPM Project,Earned Value The Standard S-Curve,Figure

10、07-06,Ch07: How to Monitor & Control a TPM Project,Earned Value The Aggressive Curve,Ch07: How to Monitor & Control a TPM Project,Earned Value The Curve to Avoid,Ch07: How to Monitor & Control a TPM Project,How to Measure Percent of Value Earned,100 0 0 100 50 50 Proportion of tasks completed,Ch07:

11、How to Monitor & Control a TPM Project,Figure 07-07,Earned Value Cost Variance,Ch07: How to Monitor & Control a TPM Project,Figure 07-08,Earned Value Schedule Variance,Ch07: How to Monitor & Control a TPM Project,How to Measure Earned Value,Figure 07-09,Ch07: How to Monitor & Control a TPM Project,F

12、igure 07-10,Earned Value The Full Story,Ch07: How to Monitor & Control a TPM Project,Figure 07-11,Earned Value PV, EV and AC curves,Ch07: How to Monitor & Control a TPM Project,Earned Value Basic Performance Indices,Cost Performance Index (CPI) A measure of how close the project is to spending on th

13、e work performed to what was planned to have been spent.,Schedule Performance Index (SPI) A measure of how close the project is to performing work as it was actually scheduled.,CPI = EV/AC,SPI = EV/PV,INDEX VALUES 1: under budget or ahead of schedule,Ch07: How to Monitor & Control a TPM Project,Earn

14、ed Value Performance Indices,Figure 07-12,Ch07: How to Monitor & Control a TPM Project,Earned Value Performance Indices,Figure 07-13,Ch07: How to Monitor & Control a TPM Project,Earned Value Performance Indices,Figure 07-14,Ch07: How to Monitor & Control a TPM Project,Earned Value Performance Indice

15、s,Portfolio: BETA Program,ahead of schedule,behind schedule,1.0,0.8,0.6,0.4,1.2,1.4,1.6,Project Week,8,7,6,5,4,9,3,2,1,Figure 07-15,Ch07: How to Monitor & Control a TPM Project,Initial deposit of 10% of total labor days All of the unfinished functions and features and the labor time to develop them

16、are also deposited in the Scope Bank. The time to process and integrate a Scope Change request draws time from the Scope Bank. To add time to the Scope Bank remove unfinished functions and features and deposit their labor time in the Scope Bank. Client should continuously reprioritize contents of th

17、e Scope Bank,Managing the Scope Bank,Ch07: How to Monitor & Control a TPM Project,ID Number Date logged Description of the problem Impact if not resolved The problem owner Action to be taken Status Outcome,Maintaining the Issues Log,Ch07: How to Monitor & Control a TPM Project,Who Should Attend? Whe

18、n Are They Held? What Is Their Purpose? What Is Their Format?,Managing Project Status Meetings,Ch07: How to Monitor & Control a TPM Project,Entire team or Task Managers for tasks open for work Everyone stands up Rotate the meeting facilitator Status of each task is reported On schedule Ahead of sche

19、dule (by how much) Behind schedule (by how much and get well plan) Update Scope Bank Update Issues Log,The 15-Minute Daily Status Meeting,Ch07: How to Monitor & Control a TPM Project,Affected parties only Agree on problem Agree on who owns the problem Brainstorm solutions Prioritize solutions Update

20、 Issues Log Schedule next meeting,Problem Management Meeting,Ch07: How to Monitor & Control a TPM Project,Problem Escalation Strategies Who Controls What?,Ch07: How to Monitor & Control a TPM Project,Project Manager-Based Strategies No action required. Problem will self-correct Examine dependency relationships Reassign resources Resource Manager-Based Strategies Negotiate additional resources Client-Based Strategies Negotiate multiple release strat