IBMProjectManagementWord下载.docx

IBMProjectManagementWord下载.docx

《IBMProjectManagementWord下载.docx》由会员分享，可在线阅读，更多相关《IBMProjectManagementWord下载.docx（27页珍藏版）》请在冰豆网上搜索。

activities.

AProjectManagementSystemisadocumentedcollectionofplans,proceduresandrecordsthatdirectallprojectmanagementactivityandprovidethecurrentstateandhistoryoftheproject

ThefollowingisabriefdescriptionoftheProjectManagementSystemthatIBMuseforalltheirprojects.ThepurposeofthissystemistoguideprojectmanagementactivitiesduringSolutionDelivery.Thephasessupportthesmoothtransitionfromproposalofthesolutiontoactualsolutionimplementation,managementoftheimplementationactivitiesandcontractcomponentsandbringingtheengagementtoaclose.Thesystemfollowsthefollowingphases:

TheProjectManagementMethodswrapthemselvesaroundtheactivitiesnecessarytobuild,validateanddeliverthesolutiontothecustomer.ThephasespresenttheIBMstandardsetoftasksthataidtheProjectManagerinthetransitionoftheacceptedproposalorcontractintotheStartupofthedevelopmentenvironment;

inprovidingongoingManagerialsupportthroughoutthelifeoftheproject;

andtoguidetheProjectManagerthroughformalClosureincludingallreviewsandcollectionofCustomerfeedbackafterformalacceptanceandCustomersignoff.

TheProjectManagementMethodsmustbeusedinconjunctionwithanyprojectdevelopmentactivitiesandisorganizedtoprovideacompletesetoftasksforstartingtheprojectandclosingtheproject,whileallowingforaniterativesetoftasksformanagingtheongoingworkeffort.Theactivitiesandassociatedtasksinthemanagerialprocessesarebothlinearanditerativeinnatureandcanbeperformedonanas-neededbasis,daily,weekly,monthlyorcanbetriggeredbyeventsandruncontinuallyforaperiodoftime.

Therearefourmajormanagerialprocesses:

·

ProjectPlanManagementActivities:

Trackingprogress,ensuringcommitmentsaremetandreportingtoIBMmanagementandtheCustomer.

ContractManagementActivities:

MaintainingContractfiles,ensuringcontractualobligationsaremet,invoicingtheCustomerandensuringcollectionsoffundsandapprovingandpayinginvoicesfromSuppliers.

ExceptionsManagementActivities:

Changes,issues,problemsandrisks.

QualityAssuranceActivities:

FocusedonProjectManagementtechniques.Thereviewsarecarriedoutagainstthemanagementpracticesbeingused.Thesereviewsdonotfocusonthequalityofadeliverables.

ListedbelowarethethreephasesoftheProjectManagementMethods,andahigh-levelstatementofwhatisaccomplishedbyperformingtheactivitiesandtasksofeachphase.ThetasksoftheSolutionStartupandClosetheSolutionphasesareperformedonce,whiletheManagetheSolutionphaseisiterativeandrunsparallelwiththephasesoftheselectedSolutionMethods.

SolutionStartup

Starttheprojectinanorderlymannerandensurethatallnecessaryinfrastructure,assetsandresourcesareinplace.TheProjectPlanisreviewedfortheappropriatelevelofdetailandvalidatedbeforecommencinganyprojectwork.

ManagetheSolution

Ongoinganditerativeactivitiestoensurethattheprojectisundercontrolandthattheproposedsolutionwillbedelivered,ontime,withinbudgetandmeetingallqualitystandardsandacceptancecriteriaassetforthbythecustomer.

ClosetheSolution

Formalclosureofallprojectandcontractfilesandreleaseandredeployofassetsandresources.APost-ProjectWorkshopisheldtocollectdataforupdatingestimatingtechniques,todocumentanylessonslearnedwhileontheengagementandtoascertaintheeffectivenessoftheprocessandmethodsemployed.TheCustomer'

ssatisfactionwiththesolutionisalsoassessedandactionistakentocorrectanyissueswhichmightbeidentified.

Ensurethattheprojectresponsibilityistransferred,allnecessaryplanningisaccomplishedandthatworkondeliverycanbegin.

Description

SolutionStartupbeginswithtransferofresponsibilityforimplementationofthesolutionfromtheProposalTeamLeadertotheProjectManager.TheProjectManagerthenreconfirmsthescopeandobjectives,setsuptheprojectenvironmentandactivatestherestoftheDeliveryTeam.Whentheteamisassembled,theProjectManagerprovidestheorientationnecessarytoimplementthesolution.

Themajoractivitiesareto:

TransferresponsibilitytotheDeliveryProjectManager

ActivateandorienttheDeliveryTeam

DevelopthedetailedProjectPlan

EnsurethattheinitialprojectreviewwithQAiscompleted

ReviewtheProjectPlan,withtheparticipationoftheOpportunityOwner,withtheCustomerandanyVendorsorSubcontractorstoensureallparticipantsareworkingtothesameschedules

ObtainCustomeragreementtotheProjectPlan

ReleasetheordersforIBMandOEMhardware,softwareandservicesneededtocompletetheproject.

MajorDeliverables

ProjectControlBook

TheProjectControlBookispopulatedwiththeturnoverdocumentationfromSolutionDesignandworkproductsdevelopedduringtheexecutionofStartup.

ProjectPlan

ThePreliminaryProjectPlanisdeliveredtotheDeliveryTeam,whorefinesandupdatesit.TherefinedplanistheProjectPlan.

EntryCriteria

Thetaskswithinthisphaseassumetheavailabilityofthefollowinginputworkproducts.TheseworkproductswillhavebeendevelopedduringSolutionDesignandwillbeturnedovertotheDeliveryProjectManagerduringorientation.

AcceptedProposalorContract

PreliminaryProjectServicesandSupportPlan

AssignmentInformation（forDeliveryTeam）

SupplierAllocationConfirmation

SupplierContracts

TransferProjectResponsibility

ActivatethedeliveryProjectManagerandensurethatalldataandinformationdevelopedbytheproposalteamishandedovertotheProjectManagerandthattheProjectManagercanassumeresponsibilityfortheproject

Tasks

ActivateDeliveryProjectmanager

ActivatetheProjectManagerthatwaspreviouslyreservedbysubmittinganactivationrequesttoSkillsManagementwhowillrespondbyprovidingtheassignedresource.

ProvideOrientation

ProvidealloftheinformationnecessarytodelivertheCustomersolution.

TransferResponsibility

OncetheCustomerhasmadeacommitmenttothesolution,transferresponsibilityforthedeliveryofthesolutiontotheProjectManagersothattheprocessofdeliveringthesolutionmaybegin.ItisbeneficialthatthispersonwouldhavebeenpartofthedesigneffortsothattheyhaveagoodunderstandingoftheCustomerexpectationsandthesolutionthatwasdesignedtoaddressthoseneedsandthenegotiationsbetweenIBM,theSuppliersandtheCustomer.

IftheProjectManagerisnewtotheproject,acompleteorientationwillhavetobepresentedtointroducetheprojecttotheProjectManager.

OncetheCustomerhasmadeacommitmenttothesolution,theProposalTeamLeadermusttransferresponsibilityfordeliveryofthesolutiontotheProjectManagersothattheprocessofdeliveringthesolutionmaybegin.

IftheProjectManagerwaspartoftheDesignTeam,mostlikelyintheroleoftheProposalTeamLeader,theProjectManagerwouldhaveaverygoodunderstandingofCustomerexpectations,thesolutionthatwasdesignedtoaddressthoseneedsandthenegotiationsbetweenIBM,theSuppliersandtheCustomer.

TheProjectManagerisidentifiedintheSolutionDesignphase.HowevertheresourceisnotassigneduntiltheproposalisacceptedbytheCustomer.IftheProjectManagerisnewlyassignedtotheproject,theProposalTeamLeader,fromtheSolutionDesignphase,willprovideacompleteorientationontheCustomer'

srequirementsandexpectations.

LaunchDeliveryProject:

Setuptheprojectenvironment,processesandcontrolsandactivatetheprojectteam

Reconfirm,scope,objectives,dependencies,assumptions

Ensurethattheworkstatedinthecontractstillappliesandthatnochangesinscope,dependenciesorassumptionshaveoccurredsincethecontractwassigned.Thiswillinvolveareviewofthecontract,areviewoftheprojectplananddiscussionswiththeCustomertoverifythatthereisacommonunderstandingofwhatIBMisabouttodeliver.AnychangesthatarefoundmustbereportedtotheOpportunityBusinessManagersothatactioncanbetakentomakeappropriatechangestocontract,price,scopeorschedulingpriortothestartofwork.

SetUpProjectEnvironment

Setuptheprojectenvironmenttoputintoplaceanyorganizational,proceduralorstructuralrequirementsnecessarytosupporttheproject.

Areasaddressedare:

∙Facilities（offices,desks,phones,meetingrooms）

∙Equipmentandtools（hardware,hostsoftware,applicationdevelopmentsoftware）

∙Standardsandguidelines

∙Processandprocedures

Activateprojectcontrolbook

Updatethenecessaryprojectfilesthatwillbeusedduringtheproject.Thesebecometheauditandreferencedocumentationwhichwillbeusedduringprojectexecutionandafterprojectcompletion.Stepswillinclude:

∙Obtain,organizeandupdateallprojectmaterials

∙Updatetoincludedeliveryteammembers,theirrolesandresponsibilities

∙Openfinancialfiles

ActivateDeliveryteam

ActivatethedeliveryteamresourcethatwaspreviouslyreservedbysubmittinganactivationrequesttoSkillsManagement（andSupplierManagement,ifapplicable）who