WORLD-WIDE PROJECT MANAGEMENT METHODOLOGY FocusPMApplying FocusPMforNon-Project Managers年度财务状况分析Todays Topicsn Project Management Initiativen History of Developmentn Content and Strategy n Required inputs to FocusPMn Key Business Pointsn Methodology Overviewn Benefits of FocusPMn Why choose HP?“FocusPM: It will change the way we do business.“ Jim SherriffCurrent Staten The size and complexity of solution projects have been consistentlygrowingn Different result while delivered by different PM ( even excellent)n Project Managers use methodologies inconsistentlyn Best practices are not captured, shared, or reused n The Project Managers role, responsibility and authority are notclearly definedn Client dissatisfaction and low profitability are issues in manyprojects Future Staten Projects are a major contributor to our profitabilityn Clients perceive our Project Management as one of HPscompetitive advantagesn The Project Manager is perceived as a highly desired job withinHP with clear authority and responsibility to make projects asuccessn Using a single global methodology and tools contribute tosuccessful projectsn Knowledge capture and reuse greatly increase the effectivenessof our Project ManagersProject Management InitiativeObjective 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 implementation of a consistent Project Managementmethodology world-wideRole of Project Managern Responsible for profitability (scope / terms & conditions /cost / schedule) of projectn Key role in selling process - qualifying project andrecommending 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 success of the projectPMs 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 NOT mean that Project Manager is the most important person for project success - entire HP Team is important for project successWORLD-WIDE PROJECT MANAGEMENT METHODOLOGY FocusPMHistory of Developmentn 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 TeamCompared 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 increasingly larger and more complex projectsBenefits of FocusPMH Improved HP bottom line by cutting losses on projectsH Ensures consistent world-wide approach to client projects (willbe used by HPC, ISBU, and OSD)H Developed under leadership of global HPC/ ISBU Steering CommitteeHIncorporates WW HPC/ ISBU best practices and industry standardProject 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 assessing / managing riskComponents 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 investigation)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 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)Key Strategiesn Consistent 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 Project Managersn Scaleable: Use on all projectsn Review Criteria for each Tool / Outputn Quality reviews in each FocusPM Phase and ActivityQuality in FocusPMFocusPM: Scaleable for All ProjectsVery large, complex projectSmall projectMedium-sized projectHow?Methodology Structure of FocusPMPhaseActivityTaskProcessOutput* (T