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Chapter 4 Overall Project Management
Information System Project Manager (Senior) Chapter 4 Notes on overall project management, including formulating project charter, formulating project management plan, guiding and managing project execution, etc.
Edited at 2022-06-09 15:37:58- One Hundred Years of Solitude Character Relationship Chart
One Hundred Years of Solitude is the masterpiece of Gabriel Garcia Marquez. Reading this book begins with making sense of the characters' relationships, which are centered on the Buendía family and tells the story of the family's prosperity and decline, internal relationships and political struggles, self-mixing and rebirth over the course of a hundred years.
- One Hundred Years of Solitude Character Relationship Chart
One Hundred Years of Solitude is the masterpiece of Gabriel Garcia Marquez. Reading this book begins with making sense of the characters' relationships, which are centered on the Buendía family and tells the story of the family's prosperity and decline, internal relationships and political struggles, self-mixing and rebirth over the course of a hundred years.
- Project Management Process Template
Project management is the process of applying specialized knowledge, skills, tools, and methods to project activities so that the project can achieve or exceed the set needs and expectations within the constraints of limited resources. This diagram provides a comprehensive overview of the 8 components of the project management process and can be used as a generic template for direct application.
Chapter 4 Overall Project Management
- One Hundred Years of Solitude Character Relationship Chart
One Hundred Years of Solitude is the masterpiece of Gabriel Garcia Marquez. Reading this book begins with making sense of the characters' relationships, which are centered on the Buendía family and tells the story of the family's prosperity and decline, internal relationships and political struggles, self-mixing and rebirth over the course of a hundred years.
- One Hundred Years of Solitude Character Relationship Chart
One Hundred Years of Solitude is the masterpiece of Gabriel Garcia Marquez. Reading this book begins with making sense of the characters' relationships, which are centered on the Buendía family and tells the story of the family's prosperity and decline, internal relationships and political struggles, self-mixing and rebirth over the course of a hundred years.
- Project Management Process Template
Project management is the process of applying specialized knowledge, skills, tools, and methods to project activities so that the project can achieve or exceed the set needs and expectations within the constraints of limited resources. This diagram provides a comprehensive overview of the 8 components of the project management process and can be used as a generic template for direct application.
- Recommended to you
- Outline
Chapter 4 Overall Project Management
Develop project charter
Output: 1 Project work statement 2 Business case 3 Agreement 4 Business environment factors 5 Organizational process assets
Clearly define the start | boundary of the project, establish the formal status of the project, and directly express support for the project from senior management
Tools and techniques: expert techniques, facilitation techniques (brainstorming, conflict management, problem solving, meeting management)
Goals must be quantified and measurable. Project goals have the following characteristics: ① Project goals have different priorities ② Project goals are hierarchical;
Output: Project Charter
Project charter: a document that formally approves the project, issued by an outside organization; the project manager participates, does not issue it, and cannot be prepared independently)
business environment factors
1. The culture and composition of the organization or company; 2. Government or industry standards (such as management department rules and regulations, product standards, quality standards and process standards); 3. Infrastructure (such as existing software and hardware infrastructure); 4. Current Some human resources (such as skills, expertise and knowledge; 5 Personnel management (such as hiring and firing guidelines, employee performance evaluation and training records); 6 Company work approval system; 7 Market conditions; 8 Business database (such as standard cost estimation data, industry risk research information and risk database); 9 project management information system [The project manager cannot control it, cannot be tailored, and originates from outside the organization]
organizational process assets
1 Processes and procedures: ① The organization’s standard process; ② Standard guidelines, templates, and work instructions; ③ Modification guidelines for the standard process to meet the specific needs of the project; ④ The organization’s communication requirements and reporting system; ⑤ Project closing guidelines or requirements ;⑥Financial control procedures; ⑦Problem and defect management procedures; ⑧Change control procedures; ⑨Risk control procedures; ⑩Approval and release work authorization procedures;
2 Organize all knowledge: ① project files; ② process measurement database; ③ experience learning system; ④ problem and defect management database; ⑤ configuration management knowledge base; ⑥ financial database. [Controllable by the project manager, tailorable, and sourced from within]
Financial considerations have always been an important consideration in the project selection process: 1. Net present value analysis - the bigger, the better; 2. Investment rate of return analysis is the value obtained by dividing net income by the amount of investment. The bigger the ROI, the better. ROI = (total discounted income - total discounted cost) / discounted cost - the bigger the better; 3. Investment payback period analysis - the shorter the better
Factors and systems must be considered when developing a project charter
1 Organizational or company culture and structure; 2 Government or industry standards (such as regulations, product standards, quality standards, labor relations standards); 3 Infrastructure, such as existing facilities and fixed assets; 4 Existing human resources, Such as: skills, professional knowledge (design, development, legal, contract and procurement); 5 human resource management, such as recruitment and firing guidelines, employee performance evaluation and training records, etc.; 6 market conditions; 7 project stakeholders’ understanding of risks Tolerance; 8 commercial database, industry risk research information and risk database, cost budget data, etc.; 9 project management information system, but does not include contracts
Develop project management plan
Inputs: 1 Project charter 2 Outputs from other processes 3 Enterprise environmental factors 4 Organizational process assets
Tools and Techniques: Expert Judgment Guidance Techniques
Output: Project Management Plan
project management plan
Determines the ways and means to execute, monitor, control and close the project. The project management plan is the main plan or overall plan of the project. It determines the ways and means to execute, monitor and end the project. It is the basis and basis for the formulation of other sub-plans. It guides the orderly progress of the project work as a whole. . Participation of all stakeholders (full participation); gradual accuracy (iteration)
Generally include project scope management plan, schedule management plan, cost management plan, quality management plan, process improvement plan, staffing management plan, communication management plan, risk management plan, procurement management plan and other sub-plans. The project management plan can be detailed and can be composed of one or more partial plans and other matters. Other parts can include: milestone list, resource calendar, schedule baseline, cost baseline, scope baseline, risk register, etc.
content
① Each project management process selected by the project management team; ② The level of implementation of each selected process; ③ A description of the tools and techniques used to implement these processes; ④ The way in which the selected processes are used in managing specific projects and Methods, including dependencies and interactions between processes, as well as important basis and results; ⑤ ways and methods to perform work to achieve project goals; ⑥ ways and methods to monitor changes; ⑦ ways and methods to implement configuration management; ⑧ Use the implementation effect measurement benchmark and keep it intact methods and methods; ⑨ Communication needs and techniques among project stakeholders; ⑩ Selected project life cycle and project phases of multi-phase projects; ⑪ Top management in order to speed up the resolution Unresolved issues and handling of outstanding decisions, critical review of content, scope and timing.
Direct and manage project execution
Inputs: 1 project management plan 2 forwarded change requests 3 business environmental factors 4 organizational process assets
Tools and techniques: 1 Expert judgment 2 Project management information system 3 Meetings
Output: 1 Deliverables 2 Work performance data 3 Change requests 4 Project management plan updates 5 Project document updates
Approved change requests may be corrective actions, preventive actions, or defect remediation. The project team incorporates approved change requests into the schedule and implements them.
Corrective Action: Purposeful activities (for actual deviations that have occurred) to bring project work performance back into line with the project management plan;
Preventive Action: Purposeful activities (against possible future deviations) to ensure that the future performance of the project work is consistent with the project management plan;
Defect Remediation: (Product or product component, defect remediation measures only address project quality issues) Purposeful activities to correct inconsistent products or product components;
Update: A change to a formally controlled project document or plan, etc., to reflect modified or added comments or content.
project performance
To people
Team performance evaluation: [Output of building a team] Indicators for evaluating team effectiveness can include: improvement of personal skills; improvement of team capabilities; reduction of team member turnover rate; strengthening of team cohesion - focus on the team
Project Performance Appraisal: [Tool for Managing Teams] The purposes of performance appraisal include clarifying roles and responsibilities, providing constructive feedback to team members, identifying unknown or unresolved issues, developing personal training plans, and establishing specific goals for future periods. . —Focus on the individual
right thing
Work performance data: [Output of execution] Work performance data are the original observations and values collected during the execution process, such as: completed work, key performance indicators, etc.
Work performance information: [Output of each control process] Performance data collected from each control process and analyzed through integration, such as: deliverable status, change implementation status, and forecasted estimate of completion to be completed.
Job Performance Report: [Output of Monitoring] A document that compiles job performance information for the purpose of making decisions or actions. Such as: status reports, memos, etc.
Work performance reports provide a comparison of current project status with expected project status. Results from schedule control, cost control, quality control, and scope validation assist in project team management, help determine future human resource needs, develop recognition and rewards, and update staffing management plans.
Monitor project work
Input: 1 project management plan 2 schedule forecast 3 cost forecast 4 confirmed changes 5 work performance information 6 business environment factors 7 organizational process assets
Tools and techniques: 1 Expert judgment 2 Analytical techniques 3 Project management information system 4 Meetings
Analysis techniques: regression analysis; grouping methods; causal analysis; root cause analysis; forecasting methods (such as time series, scenario construction, simulation, etc.); failure mode and impact analysis; fault tree analysis; reserve analysis; trend analysis; earned value management; Difference analysis
Output: 1 Change request 2 Work performance report 3 Project management plan update 4 Project document update
Approved changes: The result of implementing an overall change control process. Their implementation needs to be confirmed to ensure that they are implemented correctly. Confirmed changes use data to demonstrate that the changes have been correctly implemented.
Monitor and control the various processes required to initiate, plan, execute and close projects. Take corrective or preventive actions to control project implementation effects. Monitoring is an aspect of project management that occurs throughout the project.
Implement holistic change control
Input: 1 project management plan 2 work performance reports 3 change requests 4 enterprise environmental factors 5 organizational process assets
The overall change control process runs throughout the project. Because projects rarely follow the project management plan exactly, change control is essential.
Tools and Techniques: 1Expert Judgment 2Meetings 3Change Control Tools
Configuration management activities include: ① configuration identification, ② configuration status recording, ③ configuration verification and auditing
Output: 1 Approved Change Request 2 Change Log 3 Project Management Plan Update 4 Project Document Update
The change management plan provides guidance for managing the change control process and records the status of the change control board (CCB). Document changes and update the project management plan.
A configuration management system with a change control system provides a standard, effective and efficient process for centrally managing changes within a project. Configuration management with change control involves identifying, recording, and controlling changes to deliverables within the project baseline. Configuration management related activities occur throughout overall change control.
Approved change requests shall be implemented through the Direct and Manage project work process. The results of all change requests, whether approved or not, are updated in the change log. Denied change requests should also be recorded in the change log
End project or phase
Inputs: 1 Project Management Plan 2 Accepted Deliverables 3 Organizational Process Assets
The process of completing all activities of all project management process groups to formally close a project or phase.
Main functions: Summarize experiences and lessons, formally end project work, and release organizational resources for new work.
Tools and Techniques: 1 Expert Judgment 2 Analytical Techniques 3 Meetings
Formal acceptance and handover of final products, services and results submitted by authorized projects. Acceptance includes the receipt of a formal statement that the requirements of the contract terms have been met (at the end of the phase, it is the handover of the intermediate products, services or results produced in that phase).
Output: 1Transfer of final product, service or result 2Update of organizational process assets
Deliverables for acceptance: Approved product specifications, delivery receipts, and work performance documentation. Phased projects or canceled projects may include incomplete or intermediate deliverables.
Project Acceptance
Project closing management work: ① project acceptance work; ② project summary work; ③ system maintenance work; ④ post-project evaluation work.
Project acceptance work requires the completion of a formal acceptance report. For system integration projects, formal acceptance testing generally needs to be performed.
The acceptance phase of a system integration project includes: ① acceptance testing; ② system trial operation; ③ system document acceptance; ④ final project inspection.
For system integration projects, the documentation should include the following parts: ① system integration project introduction, ② system integration project final report, ③ information system instruction manual, ④ information system maintenance manual, ⑤ software and hardware product instructions, and quality assurance letter.
Project summary
Management closing (administrative closing), which belongs to the project closing, is to check whether the project team members and relevant stakeholders have performed all their duties as required.
Significance: ① Understand the working conditions of the entire project process and the performance status of relevant teams or members; ② Understand the problems that have arisen and summarize improvement measures; ③ Understand the lessons learned during the entire project process and summarize them; ④ Discuss the summarized documents, and after approval, they will be stored in the company's knowledge base and incorporated into the company's process assets.
Project summary meeting discussion content: ① project performance; ② technical performance; ③ cost performance; ④ schedule performance; ⑤ project communication; ⑥ identification of problems and problem solving; ⑦ opinions and suggestions.
system maintenance
1. Follow-up work of the software project: ① software bug modification; ② software upgrade; ③ follow-up technical support.
2. Follow-up work of the system integration project: ① daily maintenance of information system; ② hardware product update; ③ meeting new needs of information system.
The main contents of information system post-evaluation work are: ① goal evaluation; ② process evaluation; ③ benefit evaluation; ④ sustainability evaluation.