1、*IntlnoA4Page 1WORLD-WIDEPROJECT MANAGEMENTMETHODOLOGYFocusPM Applying FocusPM for Non-Project Managers*IntlnoA4Page 2Todays Topicsn Project Management Initiativen History of Developmentn Content and Strategy n Required inputs to FocusPMn Key Business Pointsn Methodology Overviewn Benefits of FocusP
2、Mn Why choose HP?FocusPM: It will change the way we do business.Jim Sherriff*IntlnoA4Page 3Current Staten The size and complexity of solution projects have been consistently growingn Different result while delivered by different PM ( even excellent)n Project Managers use methodologies inconsistently
3、 n Best practices are not captured, shared, or reused n The Project Managers role, responsibility and authority are not clearly definedn Client dissatisfaction and low profitability are issues in many projects *IntlnoA4Page 4Future Staten Projects are a major contributor to our profitabilityn Client
4、s perceive our Project Management as one of HPs competitive advantages n The Project Manager is perceived as a highly desired job within HP with clear authority and responsibility to make projects a successn Using a single global methodology and tools contribute to successful projectsn Knowledge cap
5、ture and reuse greatly increase the effectiveness of our Project Managers*IntlnoA4Page 5*IntlnoA4Page 6Project Management Initiative Objective 2:nClearly define role and authority as well as measures, rewards, and scoping of Project ManagersObjective 3:nRapidly enhance our Project Management capabil
6、ity through development and hiringObjective 1:n Enable the implementation of a consistent Project Management methodology world-wide*IntlnoA4Page 7Role of Project Managern Responsible for profitability (scope / terms & conditions / cost / schedule) of projectn Key role in selling process - qualifying
7、 project and recommending GO / NO GOn Assesses and manages risk during selling and delivery process n Manages project team during the projectn Manages relationship between clients and HP / partners / subcontractorsn Major relationship with CBM, CBL & Principal Consultant in pre-salesn Drives the suc
8、cess of the project*IntlnoA4Page 8PMs are Empowered to:n Have sole accountability for profitability of projectsn Have a major responsibility in the selling processn Have authority to be the only manager of project deliveryn Have authority to be the major interface to client during the project Does N
9、OT mean that Project Manager is the most important person for project success - entire HP Team is important for project success*IntlnoA4Page 9 WORLD-WIDEPROJECT MANAGEMENTMETHODOLOGYFocusPM*IntlnoA4Page 10 History of Developmentn Project Managers asked for a more professional methodology for plannin
10、g and implementing projects nBased on previous principle (CPLC) & HP best practicesn November 1996 initial strategy,January 1998 Final ReviewnWW Review Team*IntlnoA4Page 11 Compared to Previous MethodologyH Is consistent with the Project Management Institutes (PMI & Prince2 standards)H Incorporates
11、HP best practicesH Provides rigor and detail in the planning phasesH Includes a robust toolkit in the planning and implementation phasesH Meets the need of Project Managers to manage increasingly larger and more complex projects*IntlnoA4Page 12 Benefits of FocusPMH Improved HP bottom line by cutting
12、 losses on projectsH Ensures consistent world-wide approach to client projects (will be used by HPC, ISBU, and OSD)H Developed under leadership of global HPC/ ISBU Steering CommitteeHIncorporates WW HPC/ ISBU best practices and industry standard Project Management methods and terminology (PMI and Pr
13、ince2)H Can be used for any type of project (Scaleable)H Provides a full set of forms, tools and templatesHIncludes a rigorous process for assessing / managing risk*IntlnoA4Page 13Components of FocusPM Guide, Manual and all Tools on the Web Continuous Improvement accessed through the Web Web based K
14、nowledge Sharing (Project Snapshots and Best Practices) Documentation Management System (under investigation) n Documentation Methodology Guide (Phases / Activities / Tasks) Reference Manual (Processes and Techniques) Toolkit (Forms, Templates and Examples) Quick Reference Card (Quick Overview)n Ele
15、ctronic Toolsn Training and Communication Applying FocusPM for Project Managers - 2 days Applying FocusPM for Non-Project Managers - 1/2 day Internal Presentations for HPC and Sales External slide set Sales slide set Web based training - Qtr 3 (Virtual University)*IntlnoA4Page 14 Key Strategiesn Con
16、sistent quality criteria and measuresn Knowledge sharing and re-use (Project Snapshots)n Sequence of activities and tasks (Bid Plan, Design, Plan, Propose, Negotiate)n PM process measurements by phase, i.e., Quality Reviews n Quality reviews - process and content (local process)n PM Methodology for
17、Project Managersn Scaleable: Use on all projects*IntlnoA4Page 15 n Review Criteria for each Tool / Outputn Quality reviews in each FocusPM Phase and ActivityQuality in FocusPM*IntlnoA4Page 16 FocusPM: Scaleable for All ProjectsVery large, complex projectSmall projectMedium-sized projectHow?*IntlnoA4
18、Page 17 Methodology Structure of FocusPMPhaseActivityTaskProcessOutput* (Tools)Input* Dont confuse Output with Client Deliverables*IntlnoA4Page 18 FocusPM Methodology Overview2.1 Prepare Technical Solution2.2 Develop Project Scope Statement and WBS2.3 Develop Project Schedule2.4 Establish Project Re
19、source Requirements2.5 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 Re
20、view Activities3.1 Reach Agreement on Proposal3.2 Produce Final Proposal and Project Baseline3.3 Complete Contract3.4 Perform Selection Quality Review Activities4.1 Start Up Project4.2 Conduct Project ControllProject Plan ExecutionlSchedule Tracking and ControllFinancial Tracking and ControllHuman R
21、esources Mgt.lCommunications Mgt.lQuality ControllRisk ManagementlChange ControllConfiguration Mgt.lContract and Procurement Mgt.4.3 Implement SolutionlManage to the Project Plan Project Teams Client Expectations Project DeliverableslPerform Client AcceptancelTransfer to Warranty and Support4.4 Clos
22、e Project Implementation4.5 Perform Implementation Quality ReviewActivities5.1 Fulfil Warranty Commitments5.2 Perform Warranty Quality ReviewActivities6.1 Initiate Post-Warranty Support Services6.2 Perform Support Quality ReviewActivities1.1 Appoint Project Manager1.2 Estimate Bid Effort of Engageme
23、nt1.3 Perform Quality Review of Engagement1.4 Request Authorisation to BidActivitiesPHASE1.0INITIATION2.0PLANNING ANDPROPOSAL3.0SELECTION4.0IMPLEMENTATION5.0WARRANTY6.0SUPPORT*IntlnoA4Page 19 Required Inputs(From Principal Consultants, Solution Consultants) ImprovedWin RatioandRepeatableBusinessFocu
24、sPMMethodology Local Authorisation Form Opportunity Investigation(AO, SBC, etc.) Request for Proposal (RFP) Invitation to Quote (ITQ) Signed Risk Opportunity and Analysis Model (ROAM)*IntlnoA4Page 20 IT WILL CHANGE THE WAY WE DO BUSINESS - Jim Sherriffn Following FocusPM is mandatory for PMsn The Pr
25、oject Plan content is used in the proposaln Planning components (Design and Project Plan) can be deliverable templates in a consulting projectn HPs service methodologies (from FOIs) are included in the development of the WBSn The Project Plan is the basis for the contract and becomes the Addendum to
26、 the contract - (Not the Proposal)n New Roles and Responsibilities for PMs and othersn Scalability - all activities and tasks requiredKey Business Points*IntlnoA4Page 21n If required resources are not available, PM escalates the issues and stops the project - Rescheduling occurs upon start-upn Check
27、points in the FocusPM Bid Plan require management approval before proceeding -Bid Plan - Presales-Project Plan - Implementation-Proposal - Submission-Client negotiated proposal changes-Scope changesKey Business Points(Continued)*IntlnoA4Page 22The Project Manager is responsible forn leading the deli
28、very of large integrate solution and for key steps in the sale of solution n overall project plan, budget, schedule, staffing.n overall risk management and profitability n making a recommendation to management (GO/NO GO decision)n effectively applying the FocusPM Methodology to solution project*Intl
29、noA4Page 23 n is the single point of contact with client n is the Business Manager for the projectn is accountable for the agreed-upon margin for the project n manages all people resources on the projectn is accountable to Senior Managern must have all change control requests approved by HP Manageme
30、nt and Clientn provides performance feedback on all project team members at major milestones and project close-out - aligned with HP Consulting Couselee Review ProcessDuring the Project, the Project Manager*IntlnoA4Page 24 FocusPM Methodology Overview2.1 Prepare Technical Solution2.2 Develop Project
31、 Scope Statement and WBS2.3 Develop Project Schedule2.4 Establish Project Resource Requirements2.5 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 Prep
32、are and Present Client Proposal2.11 Perform Planning and Proposal Quality Review Activities3.1 Reach Agreement on Proposal3.2 Produce Final Proposal and Project Baseline3.3 Complete Contract3.4 Perform Selection Quality Review Activities4.1 Start Up Project4.2 Conduct Project ControllProject Plan Ex
33、ecutionlSchedule Tracking and ControllFinancial Tracking and ControllHuman Resources Mgt.lCommunications Mgt.lQuality ControllRisk ManagementlChange ControllConfiguration Mgt.lContract and Procurement Mgt.4.3 Implement SolutionlManage to the Project Plan Project Teams Client Expectations Project Del
34、iverableslPerform Client AcceptancelTransfer to Warranty and Support4.4 Close Project Implementation4.5 Perform Implementation Quality ReviewActivities5.1 Fulfil Warranty Commitments5.2 Perform Warranty Quality ReviewActivities6.1 Initiate Post-Warranty Support Services6.2 Perform Support Quality Re
35、viewActivities1.1 Appoint Project Manager1.2 Estimate Bid Effort of Engagement1.3 Perform Quality Review of Engagement1.4 Request Authorisation to BidActivitiesPHASE1.0INITIATION2.0PLANNING ANDPROPOSAL3.0SELECTION4.0IMPLEMENTATION5.0WARRANTY6.0SUPPORT*IntlnoA4Page 25 Key Decision: - HPs Response to
36、Client InputLocal Authorisation FormOpportunity InvestigationRequest for Proposal (RFP)Invitation to Quote (ITQ)Risk and Opportunity Analysis Model (ROAM)OutputProject Manager AppointmentClient RequirementsProject Mission and ObjectivesBid PlanBid Quality ReviewLocal Authorisation FormActivities1.1
37、Appoint Project Manager1.2 Estimate Bid Effort1.3 Perform Quality Review of Engagement1.4 Request Authorisation to Bid1.0INITIATION2.0PLANNING ANDPROPOSAL3.0SELECTION4.0IMPLEMENTATION5.0WARRANTY6.0SUPPORT1.0 Initiation Phase - OverviewObjective: Manage HPs opportunity cost Key Decision: - HPs Respon
38、se to Client*IntlnoA4Page 261.1Appoint Project Manager1.2Estimate BID Effort1.3Perform QualityReview of Engagement1.4Request Authorisation to BidEngagement OpportunityPlanning andProposalActivity 1.1Appoint Project ManagerTask 1.1.1Select Project ManagerTask 1.1.3Review Project RequirementsTask 1.1.
39、2Establish Project FileLocal Authorisation FormOpportunity InvestigationRequest for Proposal (RFP) or Invitation to Quote (ITQ)Risk & Opportunity Analysis Model (ROAM) HPC Form1.1.1Project Manager EngagementPMT5200Letter and Project Charter1.1.2Project FilePMC12501.1.3Client RequirementsPMT10801.1.2
40、Project File - EstablishedPMC12501.1.1Project Manager EngagementPMT5200Letter and Project CharterInputOutputTools1.0 Initiation Phase*IntlnoA4Page 27Project File in Initiation Phase*IntlnoA4Page 281.1Appoint Project Manager1.2Estimate BID Effort1.3Perform QualityReview of Engagement1.4Request Author
41、isation to BidEngagement OpportunityPlanning andProposalActivity 1.2Estimate Bid EffortTask 1.2.1Complete Project Mission and ObjectivesTask 1.2.2Develop Bid Plan1.1.3Client RequirementsPMF10801.1.3Client RequirementsPMF10801.2.1Project Mission and ObjectivesPMT11001.2.2Bid PlanPMT12001.2.1 Project
42、Mission and ObjectivesPMT1100InputOutputTools1.0 Initiation Phase*IntlnoA4Page 291.1Appoint Project Manager1.2Estimate BID Effort1.3Perform QualityReview of Engagement1.4Request Authorisation to BidEngagement OpportunityPlanning andProposalActivity 1.3Perform Quality Review of EngagementInputOutputT
43、oolsTask 1.3.1Review Project DocumentationTask 1.3.2Perform Quality Review1.1.2Project FilePMC12501.1.3Client RequirementsPMF10801.2.1Project Mission and ObjectivesPMT11001.2.2Bid PlanPMT12001.1.2Project FilePMC12501.2.1Project Mission and ObjectivesPMT11001.2.2Bid PlanPMT12001.3.2Quality Review - M
44、inutesPMF60511.3.1 Documentation Review1.0 Initiation Phase*IntlnoA4Page 30 1.1Appoint Project Manager1.2Estimate BID Effort1.3Perform QualityReview of Engagement1.4Request Authorization to BidEngagement OpportunityPlanning andProposalActivity 1.4Request Authorization to BidTask 1.4.1Present Recomme
45、ndation for ApprovalTask 1.4.3Establish Bid TeamTask 1.4.2Update Project File1.2.1Project Mission and ObjectivesPMT1100 1.2.2Bid PlanPMT12001.3.2Quality Review - MinutesPMF60511.1.2Project FilePMC12501.4.1Local Authorisation1.2.2Bid PlanPMT12001.4.1Local Authorisation1.4.3Internal/External Resources
46、- Bid TeamPMF51001.4.2Project File - UpdatedPMC12501.4.1 Local AuthorisationInputOutputTools1.0 Initiation Phase*IntlnoA4Page 31Highlights of Initiation PhaseProject Mission and Objectiven Project Backgroundn Project Objective (Client)n Critical Success Factorn Exclusionsn Key milestonesn Constrainn
47、 HP Objectives*IntlnoA4Page 32Risk Management begins in the Initiation Phase and continues throughout the other phases:n Sales team completes Risk and Opportunity Analysis Model (ROAM)n Stresses value of formalized risk assessment process versus gut feelingn Stresses control and profitabilityGood de
48、cision:n Improved win/loss ration No bad projects!Highlights of Initiation Phase(Continued)*IntlnoA4Page 33The Project Manager:n Is assigned early in the processn Reviews sales information on client and projectn Creates Project Mission and Objectivesn Develops Bid Plann Recommends next stepn May hav
49、e an additional project review with clientHighlights of Initiation Phase(Continued)*IntlnoA4Page 34As input to Phase 1, the Sales Team:n Develops sales visionn Conducts client evaluationn Qualifies the Client: - Finds assurances that client can afford the solution - Determines whether client vision
50、is compatible with HP missionn Develops initial risk analysis (ROAM)Highlights of Initiation Phase(Continued)*IntlnoA4Page 35n 1 out of 10 projects progress from Initiation Phase to Planning and Proposal Phasen 3 out of 4 projects in the Planning and Proposal Phase progress to the Selection Phasen 4
