有效的项目管理--在传统项目管理中如何监控项目.pptVIP

* * * * * * * * * * Entire team or Task Managers for tasks open for work Everyone stands up Rotate the meeting facilitator Status of each task is reported On schedule Ahead of schedule (by how much) Behind schedule (by how much and get well plan) Update Scope Bank Update Issues Log The 15-Minute Daily Status Meeting Ch07: How to Monitor Control a TPM Project Affected parties only Agree on problem Agree on who owns the problem Brainstorm solutions Prioritize solutions Update Issues Log Schedule next meeting Problem Management Meeting Ch07: How to Monitor Control a TPM Project Problem Escalation Strategies – Who Controls What? Scope and Quality Time Cost Resource Availability Ch07: How to Monitor Control a TPM Project Project Manager-Based Strategies No action required. Problem will self-correct Examine dependency relationships Reassign resources Resource Manager-Based Strategies Negotiate additional resources Client-Based Strategies Negotiate multiple release strategies Request schedule extension Problem Escalation Strategies Ch07: How to Monitor Control a TPM Project No action required (schedule slack will correct the problem) Examines FS dependencies for schedule compression opportunities Reassign resources from non-critical path tasks to cover the slippage. Negotiate additional resources Negotiate multiple release strategies Request schedule extension from the client Escalation Strategy Hierarchy Ch07: How to Monitor Control a TPM Project When the client is satisfied that the acceptance criteria have been met the project enters the closing phase Gaining approval to close the project Ch07: How to Monitor Control a TPM Project * * Explain how each of these contributes to the growing importance of project management in the business world. * * * * * * * * * * * * * * * * * * * * * * * * Effective Project Management: Traditional, Agile, Extreme Presented by (facilitator name) Managing Complexity in the Face of Uncertainty Ch07: How to Monito