1、*IntlnoA4 (Version 3 / 2-Apr-1999)HP RestrictedPage 1WORLD-WIDEPROJECT MANAGEMENTMETHODOLOGYFocusPM Applying FocusPM for Non-Project Managers*IntlnoA4 (Version 3 / 2-Apr-1999)HP RestrictedPage 2Todays Topicsn Project Management Initiativen History of Developmentn Content and Strategy n Required inpu
2、ts to FocusPMn Key Business Pointsn Methodology Overviewn Benefits of FocusPMn Why choose HP?FocusPM: It will change the way we do business.Jim Sherriff*IntlnoA4 (Version 3 / 2-Apr-1999)HP RestrictedPage 3Current Staten The size and complexity of solution projects have been consistently growingn Dif
3、ferent result while delivered by different PM ( even excellent)n Project Managers use methodologies inconsistently 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
4、issues in many projects *IntlnoA4 (Version 3 / 2-Apr-1999)HP RestrictedPage 4Future Staten Projects are a major contributor to our profitabilityn Clients perceive our Project Management as one of HPs competitive advantages n The Project Manager is perceived as a highly desired job within HP with cle
5、ar authority and responsibility to make projects a successn Using a single global methodology and tools contribute to successful projectsn Knowledge capture and reuse greatly increase the effectiveness of our Project Managers*IntlnoA4 (Version 3 / 2-Apr-1999)HP RestrictedPage 5*IntlnoA4 (Version 3 /
6、 2-Apr-1999)HP RestrictedPage 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 capability through development and hiringObjective 1:n Enable the implementatio
7、n of a consistent Project Management methodology world-wide*IntlnoA4 (Version 3 / 2-Apr-1999)HP RestrictedPage 7Role of Project Managern Responsible for profitability (scope / terms & conditions / cost / schedule) of projectn Key role in selling process - qualifying project and recommending GO / NO
8、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 success of the project*IntlnoA4 (Vers
9、ion 3 / 2-Apr-1999)HP RestrictedPage 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 Do
10、es NOT mean that Project Manager is the most important person for project success - entire HP Team is important for project success*IntlnoA4 (Version 3 / 2-Apr-1999)HP RestrictedPage 9 WORLD-WIDEPROJECT MANAGEMENTMETHODOLOGYFocusPM*IntlnoA4 (Version 3 / 2-Apr-1999)HP RestrictedPage 10 History of Dev
11、elopmentn Project Managers asked for a more professional methodology for planning and implementing projects nBased on previous principle (CPLC) & HP best practicesn November 1996 initial strategy,January 1998 Final ReviewnWW Review Team*IntlnoA4 (Version 3 / 2-Apr-1999)HP RestrictedPage 11 Compared
12、to Previous MethodologyH Is consistent with the Project Management Institutes (PMI & Prince2 standards)H Incorporates 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
13、 increasingly larger and more complex projects*IntlnoA4 (Version 3 / 2-Apr-1999)HP RestrictedPage 12 Benefits of FocusPMH Improved HP bottom line by cutting losses on projectsH Ensures consistent world-wide approach to client projects (will be used by HPC, ISBU, and OSD)H Developed under leadership
14、of global HPC/ ISBU Steering CommitteeHIncorporates WW HPC/ ISBU best practices and industry standard Project Management methods and terminology (PMI and Prince2)H Can be used for any type of project (Scaleable)H Provides a full set of forms, tools and templatesHIncludes a rigorous process for asses
15、sing / managing risk*IntlnoA4 (Version 3 / 2-Apr-1999)HP RestrictedPage 13Components of FocusPM Guide, Manual and all Tools on the Web Continuous Improvement accessed through the Web Web based Knowledge Sharing (Project Snapshots and Best Practices) Documentation Management System (under investigati
16、on) n Documentation Methodology Guide (Phases / Activities / Tasks) Reference Manual (Processes and Techniques) Toolkit (Forms, Templates and Examples) Quick Reference Card (Quick Overview)n Electronic Toolsn Training and Communication Applying FocusPM for Project Managers - 2 days Applying FocusPM
17、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)*IntlnoA4 (Version 3 / 2-Apr-1999)HP RestrictedPage 14 Key Strategiesn Consistent quality criteria and measuresn Knowledge sharing and re-use
18、(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 Project Managersn Scaleable: Use on all projects*IntlnoA4 (Version 3
19、 / 2-Apr-1999)HP RestrictedPage 15 n Review Criteria for each Tool / Outputn Quality reviews in each FocusPM Phase and ActivityQuality in FocusPM*IntlnoA4 (Version 3 / 2-Apr-1999)HP RestrictedPage 16 FocusPM: Scaleable for All ProjectsVery large, complex projectSmall projectMedium-sized projectHow?*
20、IntlnoA4 (Version 3 / 2-Apr-1999)HP RestrictedPage 17 Methodology Structure of FocusPMPhaseActivityTaskProcessOutput* (Tools)Input* Dont confuse Output with Client Deliverables*IntlnoA4 (Version 3 / 2-Apr-1999)HP RestrictedPage 18 FocusPM Methodology Overview2.1 Prepare Technical Solution2.2 Develop
21、 Project 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
22、.10 Prepare 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
23、 Plan ExecutionlSchedule 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 Pro
24、ject DeliverableslPerform 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 Qu
25、ality ReviewActivities1.1 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*IntlnoA4 (Version 3 / 2-Apr-1999)HP Rest
26、rictedPage 19 Required Inputs(From Principal Consultants, Solution Consultants) ImprovedWin RatioandRepeatableBusinessFocusPMMethodology Local Authorisation Form Opportunity Investigation(AO, SBC, etc.) Request for Proposal (RFP) Invitation to Quote (ITQ) Signed Risk Opportunity and Analysis Model (
27、ROAM)*IntlnoA4 (Version 3 / 2-Apr-1999)HP RestrictedPage 20 IT WILL CHANGE THE WAY WE DO BUSINESS - Jim Sherriffn Following FocusPM is mandatory for PMsn The Project Plan content is used in the proposaln Planning components (Design and Project Plan) can be deliverable templates in a consulting proje
28、ctn 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 the contract - (Not the Proposal)n New Roles and Responsibilities for PMs and othersn Scalability - all activities and tasks requiredKey Bu
29、siness Points*IntlnoA4 (Version 3 / 2-Apr-1999)HP RestrictedPage 21n If required resources are not available, PM escalates the issues and stops the project - Rescheduling occurs upon start-upn Checkpoints in the FocusPM Bid Plan require management approval before proceeding -Bid Plan - Presales-Proj
30、ect Plan - Implementation-Proposal - Submission-Client negotiated proposal changes-Scope changesKey Business Points(Continued)*IntlnoA4 (Version 3 / 2-Apr-1999)HP RestrictedPage 22The Project Manager is responsible forn leading the delivery of large integrate solution and for key steps in the sale o
31、f 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*IntlnoA4 (Version 3 / 2-Apr-1999)HP RestrictedPage 23 n is the singl
32、e 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 Management and Clientn provides pe
33、rformance 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*IntlnoA4 (Version 3 / 2-Apr-1999)HP RestrictedPage 24 FocusPM Methodology Overview2.1 Prepare Technical Solution2.2 Dev
34、elop Project 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 Rev
35、iew2.10 Prepare 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 ControllPro
36、ject Plan ExecutionlSchedule 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
37、 Project DeliverableslPerform 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 Suppor
38、t Quality ReviewActivities1.1 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*IntlnoA4 (Version 3 / 2-Apr-1999)HP
39、RestrictedPage 25 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 AppointmentClient RequirementsProject Mission and ObjectivesBid PlanBid Qu
40、ality ReviewLocal Authorisation FormActivities1.1 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: Mana
41、ge HPs opportunity cost Key Decision: - HPs Response to Client*IntlnoA4 (Version 3 / 2-Apr-1999)HP RestrictedPage 261.1Appoint Project Manager1.2Estimate BID Effort1.3Perform QualityReview of Engagement1.4Request Authorisation to BidEngagement OpportunityPlanning andProposalActivity 1.1Appoint Proje
42、ct ManagerTask 1.1.1Select Project ManagerTask 1.1.3Review Project RequirementsTask 1.1.2Establish Project FileLocal Authorisation FormOpportunity InvestigationRequest for Proposal (RFP) or Invitation to Quote (ITQ)Risk & Opportunity Analysis Model (ROAM) HPC Form1.1.1Project Manager EngagementPMT52
43、00Letter and Project Charter1.1.2Project FilePMC12501.1.3Client RequirementsPMT10801.1.2Project File - EstablishedPMC12501.1.1Project Manager EngagementPMT5200Letter and Project CharterInputOutputTools1.0 Initiation Phase*IntlnoA4 (Version 3 / 2-Apr-1999)HP RestrictedPage 27Project File in Initiatio
44、n Phase*IntlnoA4 (Version 3 / 2-Apr-1999)HP RestrictedPage 281.1Appoint Project Manager1.2Estimate BID Effort1.3Perform QualityReview of Engagement1.4Request Authorisation to BidEngagement OpportunityPlanning andProposalActivity 1.2Estimate Bid EffortTask 1.2.1Complete Project Mission and Objectives
45、Task 1.2.2Develop Bid Plan1.1.3Client RequirementsPMF10801.1.3Client RequirementsPMF10801.2.1Project Mission and ObjectivesPMT11001.2.2Bid PlanPMT12001.2.1 Project Mission and ObjectivesPMT1100InputOutputTools1.0 Initiation Phase*IntlnoA4 (Version 3 / 2-Apr-1999)HP RestrictedPage 291.1Appoint Projec
46、t Manager1.2Estimate BID Effort1.3Perform QualityReview of Engagement1.4Request Authorisation to BidEngagement OpportunityPlanning andProposalActivity 1.3Perform Quality Review of EngagementInputOutputToolsTask 1.3.1Review Project DocumentationTask 1.3.2Perform Quality Review1.1.2Project FilePMC1250
47、1.1.3Client RequirementsPMF10801.2.1Project Mission and ObjectivesPMT11001.2.2Bid PlanPMT12001.1.2Project FilePMC12501.2.1Project Mission and ObjectivesPMT11001.2.2Bid PlanPMT12001.3.2Quality Review - MinutesPMF60511.3.1 Documentation Review1.0 Initiation Phase*IntlnoA4 (Version 3 / 2-Apr-1999)HP Re
48、strictedPage 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 Recommendation for ApprovalTask 1.4.3Establish Bid TeamTask 1.4.2Up
49、date 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- Bid TeamPMF51001.4.2Project File - UpdatedPMC12501.4.1 Loc
50、al AuthorisationInputOutputTools1.0 Initiation Phase*IntlnoA4 (Version 3 / 2-Apr-1999)HP RestrictedPage 31Highlights of Initiation PhaseProject Mission and Objectiven Project Backgroundn Project Objective (Client)n Critical Success Factorn Exclusionsn Key milestonesn Constrainn HP Objectives*IntlnoA
