精品资料推荐DATACOM Information Technology LimitedWELCOMETO項目管理PROJECT TEAMMEMBER WORKSHOPA TWO DAY WORKSHOPThis workshop has been specifically designed to help you understand the essential principles of project management as a member of a project team and introduce you to a consistent process for managing any type of Project in the Organization. The process is an integral part of the PROGRAM METHODOLOGY. Our objective is to ensure all programs and projects are effectively managed and reviewed to achieve success and delight our customers every time with on-time completion.The workshop includes a case study to give you an opportunity to apply the techniques included in the methodology WORKSHOP OBJECTIVES工作室目的Understand Roles & Responsibilities明白職分及責任Understand team member role明白團體職分Learn the Methodology 學習方法l Project definition 項目定義l Project planning & scheduling 項目計劃及排程l Project execution 頂目實施l Project closure 項目完結Learn the techniques to use學習技術盡量利用Contributing to success達致成功ESTIMATING FACTORS估計因素TASK使命 SIZE EFFORT DURATION= WORK DAYS 大小 努力 期間=工作日數 CALENDAR TIME 日曆時間EFFORTDURATIONSCHEDULE努力期間進度表INPUTS輸入Historical data過往資料Experience & skills經驗及技巧Expert view專家意見BIAS? BIAS?偏見? 偏見? TASK任務 EFFORT努力 SIZE 大小 PERSON DAYS個人日子DEFINE MEASUREMENTBASIS 估計定義基礎 其它?因素OTHER ? FACTORS EFFORT努力 ANALYSIS分析 CAPACITY 容量 WORKLOAD工作負擔DURATION日期 Critical Path Method PERT計劃評審技術-PERTFSSF邏輯基礎-依賴性BASED ON LOGIC-DEPENDENCY3 TYPES:三種類l Finish to Start完結到起始l Start to Start paired 起始到起始配對 l Finish to Finish paired完結到完結配對CRITICAL PATH THE LONGEST PATH計劃評審-最長要徑-LEAST FLEXIBLE-最低靈活性Any slippage extends the Total Project Time TPT任何小疏忽加長總項目時間CAREFUL: Compressing the schedulecan change the Critical Path警告:壓縮排程能夠改變要徑CPM-PERT TERMSForward Pass- Early START and FINISH 前進-早開始及完成Backward Pass-Late START and FINISH 後退-開始及完成TOTAL FLOAT-搖擺SPARE TIME IN AN ACTIVITY分配時間於各種活動INCLUDES FREE AND INDEPENDENT FLOAT包括自己反依賴性的搖擺CRITICAL ACTIVITY-ZERO FLOAT BY重要活動-零的搖擺DEFINITION-IT CAN BE FORCED!定義-能夠強行OTHER RELATIONSHIPS其他關係 4dLEG GAP- A forced delay between tasks 2dLEAD LEEWAY-A forced start of thesuccessor before completion of thepredecessorErrors in LogicBOTH BREAK THE LOGIC OF THE NETWORK錯誤使綱絡理論停止運作 THE LOOP 循環 THE DANGLE 搖擺不定REVIEW THE PROJECT DEFINITION檢討計劃的定義Does the plan: 計劃l meet critical dates for deliverables? 在重要日子傳遞訊息l clearly meet interface dates? 清楚相約其他日子OPTIMISATION INVOLVES: 理想計劃包括l understanding the conflicts 明白衝突的地方l analysing priorities 分析優先次序l deriving options 削去不必要選擇l selecting the best realistic option 選取最真實性的決擇l seeking stakeholder agreement 尋找投資者的同意書l revising plans 重溫計劃的內容l communicating to everyone 與其他人交換意見TRADE-OFFS & OPTIMISATIONTAKES TIME TO GET THE BESTSOLUTION選擇性及樂觀性用時間來獲取最好的方案OPTIMISING TRADE-OFFS樂觀性的選擇POSSIBLE ACTIONS: 可行方法Re-evaluate dependencies 重新評估依賴性Review relationships 回顧各種關係Introduce Lags and Leads-with care! 小心地引申拉引行為Split activities for concurrency 分散工序,保持合作性Review duration 檢討各工作時間Review contingency time檢討一貫時間所需Re-assign resources 重新分配資源Utilise the Total Float times 盡量利用所有空間時間Reduce peak loading levering 減少極大壓力-平衡Seek more resources? 尋找更多資源Increase resource capacities 增加資源地位Avoid re-invention 防止再發明其他選擇Reduce Scope/specifications? 減少分工合作EVALUATE THE IMPACT 評估影響所及Use what-if analysis 如果用作為分析Review Project Risks 檢討其冒險機會Customer acceptance 客人接受機會OPTIMISING & RECOVERY PLANNING INSIDE A KEY STAGE樂觀化及恢復計劃是一個重要階段 DEVELOP WHAT IFs 發展空間REDUCE THE OPTIONS 減少選擇機會RECOMMENDED ACTIONS 推介行動 SEEK PROJECT LEADERAPPROVAL計劃得到組長應允BEFORE YOU MODIFY THE PLAN在改變原定計劃之前COMMUNICATE THE PLAN CHANGES TO THOSE DOINGTHE PROJECT WORK向有關工作人員解釋新計劃的改變