4天 项目管理实践培训

Day 1

1. 决定项目为什么做的关键是识别：
   1. 赞助人sponsor (VP, BOSS) 【关键识别项】
   2. 干系人stakeholder

2. 基于什么去做？基于此IT项目经理去跟被步骤1被识别者沟通，跟实施方沟通
   1. 需求痛点
   2. 业务规划

3. 判断（乙方介入沟通）
   1. IT内部
   2. 外部顾问

4. POC、Demo；乙方出Solution，做系统配置
   1. 甲方项目经理由此确定乙方的需求匹配度
   2. 由此打分，招标的功能点实现
   3. 周期一般1-2月，都可免费，除POC、Demo展示可能会收费

5. 招投标
   1. 标书（甲方提供）
   2. 评分：规则内容、采购所占的比例存在差异（甲方提供）
   3. 甲方担心：乙方Sales与Delivery为两拨不同人，存在Gap
   4. 乙方最在意与客户的合作伙伴关系，实施与质量的对 坑

6. 合同，SOW
   1. 坑：乙方不可更换项目经理、项目成员，提前一个月告之，甲方有权要求更换资源
   2. 签合同后，项目启动前，乙方提供项目计划
   

Day 2

1. Kick-off meeting(PPT) ，from乙方 ，< 1h
   1. 参与人：核心成员（项目组织架构先定义出来）
      项目经理 versus 质量管理经理&风险管理经理
   2. 项目章程
      办公地点、责任分工….
      周例会、月例会
      特殊项需说明，如涉及的流程
   3. 项目目的总结 (from SOW)
   4. 项目计划 (from SOW)
   5. 项目风险
   6. 下一步计划
   7. 步骤：赞助人致词、甲方领导、乙方领导、厂商、甲方项目经理代表
2. Process；Risk、Issue、Change control、Quality management
   1. 需求分析、差异化分析，以解决Gap
      深度需求挖掘；平衡项目目标及范围；超出走CR，记录
      免费的复杂度需求不是好需求
   2. 测试、迭代；WR-work round
      1. 功能深化
      2. 集成
   3. 领导需求
      提供方案的能力
   4. 周例会

RISK
Capture all risks already identified dunng the Sales process
Check the contract for obligations relating to Risk Management
Communicate the Risk Management Procedures to the whole project team
Involve Project Team members and Client in feedback sessions
Risks may be classified as Internal or External
Grouping risks by category can help during review sessions
Review Risk Log on a regular basis and keep it up-to-date
Focus on high priority risks Report about risk status on a regular basis
Risks should be linked and cross referenced to Issues and Changes

ISSUE
Know your contract
Establish a disciplined approach to Issue Management
Don’t contradict what has already been agreed
Involve the whole project team In Issue Identification. Encourage those who Identify Issues to suggest possible resolutions at the same time
Ensure all Issues are recorded On a unique Issue log for RightShore projects
Classify Issues as Internal or external Seek for expert advice when Investigating Issue and Identifying resolution
Communicate to the team
Work With the Offshore Project Manager
Regularly review outstanding Issues (tracking of pending Issues should be done on a daily basis)
Inform the Cltent about Issue status. Be Collaborative - Treat the Client as a partner In the Issue Management process and not as an adversary
Capture lessons learnt from all stakeholders
The escalation channel should be agreed upon at the start of the project

CHANGE
Change Id
Tiltle
Discription
Date Raised
Raised By
Client Visibility
Category
Impact
Severity
Decision
priority
Status
Owner
Change Implementation Actions
Related Change Requests
Comments
Estimated Cost
Cost for Client
Target Implementation Date
Actual Implementation Date
Actual Cost
Sign-off

CHANGE
Get Client buy-in on the procedure
Establish a disciplined approach to Change Control (and start as you intend to proceed)
Ensure all changes are recorded, but operate Change Control reasonably
Ensure all impact assessments are authorized and carried out by appropriate resources
Work jointly with the Offshore Project Manager
Ensure concessions are authorized and tracked
Make sure the proposed solution is approved; obtain Client sign-off on solution and cost before starting work
Regularly review outstanding changes & keep informed
Align Change Control to the Contract / Commercial Baseline: ensure all approved changes are invoiced

QUALITY
Check the contract, sales material and Client expectations
Define and agree procedures early
Communicate Quality Management Procedures to the project team
Be honest when going through the checklist questions, be honest with the answer
Decide on the best review technique for each deliverable
individual review, group review or workshop
Include sufficient review time in the Project Plan
Ensure there are clearly defined objectives for the audit
See the audit as an opportunity not a threat
Publicize the audit schedule and ensure preparation activities are started in plenty of time
Be proactive: Asking for outside assistance and viewpoints is a much better and less risky approach than letting a project issue go unresolved.

3. 案例
   1. 甲方迟迟不签字：SOW已说明，三天不理默认就签字了；后面交付团队无法做；milestone，blueprint不签即开会，正式会议上去做；列为issue，周会就是来给领导拍板的，将问题进一步上升
   2. 甲方提供某团队成员不配合：跟领导去沟通，能否全力支持；若没意愿参加，提供类似的人去支持；是因为我们这边没满足其要求，就换自己人
   3. 需求重做：甲乙双方各打五十大板，共同责罚；乙方加班，甲方陪着加，也是有责任的，会议上领导也在，也是对你能力的打击，给予压力；专家评审后，再开差异化分析评审会议，业务方确认是不是想要的方案

** Day 3 **

1. Human resource management
   1. Recruitment process
   2. Exit process
   3. Leave process
2. Engagement financial
   1. Budget
   2. Actual
   3. Leftover
   4. DVI forecast
3. Monthly activities
   1. Monthly reporting

Monthly Review:
Progress made against the plan
Impact of significant risks and issues
Impact of changes in scope and requirements
The current resourcing profile
Escalation of unresolved actions
Current financial status Status of client invoicing and payments
Contractual status of project

** Day 4**

1. Close-down
   1. 运维分工；分level
   2. 质量管控，每个节点交付物按时输出
   3. 关闭的重要性，关闭是门艺术；背靠背条款
2. 乙方去close；站在甲方角度concern most的，尽快解决
3. Best practice，需求差异化
   1. 甲方最在意什么？才可以保证尽快关闭
   2. 客户满意度最后才提
   3. 具体的可落实的文件要求