有效的項(xiàng)目管理--持續(xù)性過(guò)程改進(jìn).

1、Effective Project Management: Traditional, Agile, ExtremePresented by(facilitator name)Managing Complexity in the Face of UncertaintyCh15: Establishing & Managing a Continuous Process Improvement ProgramnUnderstanding project management processes and practicesnDefining process and practice maturityn

2、Measuring project management process and practice maturitynUsing the continuous process improvement modelnDefining roles and responsibilities of the PSOnRealizing the benefits of implementing a CPIMnApplying CPIM to business processesnUsing process improvement tools, templates, and processesSummary

3、of Chapter 15 Ch15: Establishing & Managing a CPIPContinuous Process Improvement The Problem You have invested considerable time in project management process development. You have invested considerable money in project management practice training. But your projects are still late, over-budget and

4、not what the client needed. And you cant identify any return on your investment. You need to take action, but what action makes sense given what has been done so far? Ch15: Establishing & Managing a CPIPThe Solution Develop and implement a strategy for the continuous improvement of your project mana

5、gement processes and practices.That strategy will be called a Continuous Process Improvement Model (CPIM). Ch15: Establishing & Managing a CPIPWhat should the CPIM give you? An improved quality ROI for PM processes Greater alignment between PM processes andtheir practice A way to leverage best pract

6、ice A reduced risk of project failure Significant cost avoidance due to increased project success Ch15: Establishing & Managing a CPIPThe Process and its Practice The Process How was it developed? How complete is it? How is it documented? How is it supported? How is it updated? The Practice Are all

7、project managers required to use the process? Can project managers substitute other tools, templates, and processes as they deem appropriate? How are project managers monitored for compliance? How are corrective action steps taken to correct for non-compliance? How are project managers practices mon

8、itored for best practices? Ch15: Establishing & Managing a CPIPUnderstanding PM processes & practices The project management process How was it developed? How complete is it? How is it documented? How is it supported? How is it updated Ch15: Establishing & Managing a CPIPUnderstanding PM processes &

9、 practices The practice of the project management process Are all PMs required to use the process? Can PMs substitute other tools, templates, and processes? Is there a way to incorporate best practices into the practice of the project management process? How are PMs monitored for compliance? How are

10、 corrective action steps taken to correct for noncompliance? How are PMs practices monitored for best practices? Ch15: Establishing & Managing a CPIPDefining Process and Practice MaturityLevel 1Level 5Level 4Level 3Level 2Documented processes that everybody usesDocumented processes integrated into b

11、usiness processesContinuous improvement of documented processesMaturity LevelsAd hoc and informal processesDocumented processes Ch15: Establishing & Managing a CPIPThe Solution Tools for Continuous Improvement 2002-2011 Robert K. Wysocki. All rights reserved.Process Quality MatrixZone MapFigure15-01

12、 Ch15: Establishing & Managing a CPIPThe key inputs to the Continuous Improvement of the Process and Practice of Project Management are the Process Quality Matrix & Zone MapOverview of the Process Quality Matrix Correlation factor The relationship between the project management processes and the cri

13、tical success factors Ch15: Establishing & Managing a CPIPOverview of the Process Quality Matrix Maturity Level(Scorecard Data)A metric to measure how well a particular process is documented or practiced. Ch15: Establishing & Managing a CPIP A completed PQM Ch15: Establishing & Managing a CPIPFigure

14、15-02A Completed Zone Map Figure15-03 Ch15: Establishing & Managing a CPIPIntegration Management Zone Map Figure15-04 Ch15: Establishing & Managing a CPIPFigure15-05Client Data Box & Whisker Plot 54321IntegrationScopeTimeCostQualityHRCommunicationsRiskProcurementProcess BaselinePractice ProblemBest

15、Practices Ch15: Establishing & Managing a CPIPWhat Process has been defined so far?Step 1: Define the ProcessStep 2: Validate and Finalize PQMStep 3: Establish CorrelationsStep 4: Establish MetricsStep 5: Assess Project Managers against the PMMAStep 6: Assess Maturity LevelsStep 7: Plot results on t

16、he PQM Zone Map Ch15: Establishing & Managing a CPIPContinuous Process Improvement ModelFigure15-06 Ch15: Establishing & Managing a CPIPDefining roles & responsibilities of the PSO Improve the ROI for the PM process Have an improvement process in place to significantly reduce the risk of project fai

17、lure Be able to incorporate continuous process improvements Enable the PSO to provide leadership in the CPIM Have a documented approach that the PSO organization will need to achieve higher PM maturity levels Have a process for identifying and proactively acting on the weakest part of the organizati

18、ons PM capability Ch15: Establishing & Managing a CPIPFlow The method of transforming input into outputEffectiveness How well customer expectations are metEfficiency How well resources are used to produce an outputCycle Time The time taken for transformation from input to final outputCost The expens

19、es of the entire processNon-value-added time The time between process steps when no work is done on the product/serviceApplying CPIM to business processes Ch15: Establishing & Managing a CPIPLack of Effectiveness due to:Unacceptable product and/or serviceClient complaintsHigh warranty costsDecreased

20、 market shareBacklogRedoing completed workRejected outputLate outputIncomplete outputCharacteristics of a Business Process Ch15: Establishing & Managing a CPIPEfficiency characteristicsCycle time per unit of transactionResources per unit of timeTrue-value added cost percentage of total process costP

21、oor quality cost per unit of transaction (usually at a boundary point)Characteristics of a Business Process Ch15: Establishing & Managing a CPIPBureaucracy EliminationDuplication EliminationValue-added AssessmentSimplificationProcess Cycle-Time ReductionError ProofingUpgradingSimple LanguageStandard

22、izationSupplier PartnershipBig Picture ImprovementStreamlining Tools Ch15: Establishing & Managing a CPIPExcessive wait time between process stepsBacklog at a process stepIdle workstations in the business processFrequent reworkExcessive non-value-added workErrors and mistakesFrequent exception situa

23、tionsIndicators of Needed Improvement Ch15: Establishing & Managing a CPIPSales reps take too long to enter ordersThere are too many entry and logging stepsThe same level of credit check is done for existing and new clientsCredit checking is done before order pickingIndicators of Needed Improvement

24、Order Placement Ch15: Establishing & Managing a CPIPDocumenting the “As Is” Business ProcessEnvisioning the “To Be” StateDefining the “As Is” to “To Be” GapEliminate some tasksSpeed up some tasksIntroduce parallelismIncrease qualityBPI Definition Ch15: Establishing & Managing a CPIPGOAL: To eliminat

25、e (or at least reduce) the effect resulting from one or more process activities that are preventing the process from performing at the desired level.What is a BPI Project?Business ProcessThere is a recurring backlogat this process activity.Figure15-07 Ch15: Establishing & Managing a CPIPnFishbone Di

26、agramsnControl ChartsnFlowchartingnHistogramsnPareto AnalysisnRun ChartsnScatter Diagrams nForce Field AnalysisProject Quality Management ToolsThe Seven Basic Tools of Quality are:We will also add an 8th tool: Ch15: Establishing & Managing a CPIPBasic Tool: Fishbone DiagramMethodPersonnelEffectMater

27、ialSite &EquipmentCauseCauseCauseCauseCauseCauseCauseCauseCauseCauseCauseCauseCauseCauseCauseCauseCauseFigure15-08 Ch15: Establishing & Managing a CPIPBasic Tool: Example Fishbone DiagramMethodPersonnelCustomersgetting thewrong foodMaterialSite &EquipmentThink order different from realityCant read d

28、isplayMenu out of dateManager not updatingCant get to signageToo noisyBackground musicKitchen noiseBoom boxesRegister software out of dateManager not updating Ch15: Establishing & Managing a CPIPBasic Tool: Fishbone Diagram Root Cause TemplatePROBLEMSTATEMENTREASON#1REASON#2REASON#3WHYWHYWHYWHYCAUSE

29、#1CAUSE#2CAUSE#3CAUSE#5CAUSE#6CAUSE#8CAUSE#7REASON#4CAUSE#4WHYFigure15-09 Ch15: Establishing & Managing a CPIPBasic Tool: Control ChartsFigure15-10 Ch15: Establishing & Managing a CPIPCCCCCCSSSSSSCSunder budgetahead of scheduleover budgetbehind schedule1.0Project Week876549321UCLLC

30、LBasic Tool: FlowchartingHaircutneeded?NoYesBCarready?NoYesDriveWalkBarberready?NoYes3 peoplewaiting?YesBWaitHaircutBNoStartStopFigure15-11 Ch15: Establishing & Managing a CPIPnDecide on the process to flowchartnDefine the beginning and ending events of the processnDescribe the beginning event in an

31、 ovalnKeep asking “What happens next?” and writing each of the subsequent steps in rectangles below the ovaln When a decision step is reached, write a yes/no question in a diamond and develop each path (make sure that each decision path re-enters the process or is pursued to its logical conclusion)n

32、Describe the ending event in an ovalBasic Tool: Flowchart Steps to Create a Flowchart: Ch15: Establishing & Managing a CPIPFigure15-12Basic Tool: HistogramsFirst PassSecond PassThird Pass Ch15: Establishing & Managing a CPIPnCollect data on reasons for the failure or anomalynGroup the data into simi

33、lar cause groupsnCount the number of data items in each groupnPlot the histogram from highest to lowest frequencynTackle the causes with the highest frequency first Basic Tool: Pareto Analysis Steps in the Pareto Analysis: Ch15: Establishing & Managing a CPIPnWe have 15 causes for failure (A O).nWhi

34、ch cause do we address first?nPareto = the 80/20 rulenGather the frequencies, sort, and chartBasic Tool: Pareto Analysis Cause# Failures35 250 15 8 36 25 15 14 350 150 7 5 18 30 42 ID1000 Late arrivalMissing partAccessABCDEFGHIJKLMNOFigure15-13 Ch15: Establishing & Managing a CPIPPareto Analysis Cau

35、se0%5%10%15%20%25%30%35%IBJOEANFMCGHDKLPercentageOur top choice is easy to see.Figure15-14 Ch15: Establishing & Managing a CPIPBasic Tool: Run Charts876549321112233On ScheduleEarlyLateProject MonthA run up or down of four or more successive data pointsFigure15-15 Ch15: Establishing & Managing a CPIPBasic Tool: Scatter DiagramsFigure15-16 Ch15: Establishing & Managing a CPIPBonus Tool: Force Field AnalysisCHANGEORIMPLEMENTATIONPLANDriving ForceDriving For