プロジェクト管理における3つの重要な制約
- Scope
- Time
- Cost
どれか一つでも変更があれば、ほかの制約に影響を与える
用語
- Identified risks:既知のリスク。リスクを確認し、対応しなければならない
- Project Charter:プロジェクト憲章
- Project sponsor
- Project Manager
Phases
- Initiation phase
- Planning phase
- Execution phase
- Monitoring & Controling phase
- Closure phase
Initiation phase
- Fisibility study
- Assign PM and Project team
- Risk assesment
Planning phase
- Things the PM knows and can control
- Create to-do lists
- Orders items
- Assing the best people to do the tasks
- Things the PM doesn't knows and can NOT control
- Need to think creatively
- Risk, Esitmations, Forecast
- より多くの計画(選択肢)を作ればる作るほど、成功する可能性が増す
変更が遅れるほど、コストが高くつく
計画を立てる前に行うこと
1.PM自身の知識が計画を立てるのに十分かどうかを評価する 2.ステークホルダーをすべて見つけておく 3.過去のプロジェクトで同様の知見があるか?知見をもっている人がいるか? 4.自分の欠点を見抜き、それを補うために適切な人材を見つける
ワークショップの準備
・明確なアジェンダ(Clear Agenda) ・明確なゴール(Distinct Goal) ・包括的なトピックのリスト(Comprehensibe list of topics)
Tips
「すべての計画が完了するまで、計画の一部は頻繁に変更される」ということを覚悟しておく
PMが十分な知識を持っていない領域である場合、工数がうまく見積もれず、計画が変更になる可能性が高い
Scope
GoalをDeliverablesに変換し、Deliverablesを複数のタスクに分解する。これをScopeと呼ぶ。
GOAL: 最高級のショールームを作り、最新鋭の車を訓練されたスタッフが紹介する
Deliverable: ショールームの建設
Task: 基礎の建設 壁をたてる 塗装する
- Product Scope:ショールームを作る
- Project Scope:Product Scopeを達成するために必要なすべてのこと。 ショールームを作るに必要なこと全て(例えば土地の買収とかも含む)
見落としやミスもあるが、少なければ少ないほどいい
ステークホルダーから情報を引き出せば引き出すほど、大きなミスは起こりにくくなる
Activity list作成の流れ
Scope Statement → Scopeの構造化(Work Breakdown Structure) → Activity list
全部同じ内容だが表現方式が異なる。
Scope Statementがフォーマルで、WBSがワーク種別ごとの分解、Activity listがプロジェクト計画の骨格
NSF
Non-straight-forward tasks (NSF)
- Information is not readily available and PM may need to work with people multiple times - e.g. PM needs to obtain an approbal by the IT manager of their estimate of hours needed to develop a specific software
Schedule planning
- Estimate durations of each task
- Add buffers
- Sequence tasks
工数の見積もりは専門家に聞くのがよいが、誤謬(Planning fallacy)がある可能性があるので対策する
Planning fallacy
- Optimism bias
- Illusion of control
T = (O + 4M + P)/6
T: Expected time O: Optimistic time estimate M: Most liklye or normal time estimate P: Pessimistic time estimate
Buffers
不確実性が高ければ、大きなバッファが必要になる
タスクがクリティカルであればあるほど、大きなバッファが必要になる
バッファーがあると言ってしまうと、怠けてしまうかもしれないので、「検証期間(Validation period)」や「安全確認(Safety check)」として提示する
依存関係の原因
- Logical dependency
- Resource constraints
- External dependencies (天気が良くないとできない)
- Soft dependencies (PMが設定したもの)
依存関係の種類
- Finish to start (最初のタスクが完了するまで次のタスクに取り掛かれない)
- Finish to finish (最初のタスクが完了するまで次のタスクが完了できない)
- Start to start (最初のタスクが開始するまで次のタスクが開始できない)
- Start to finish (最初のタスクが終了する前に次のタスクが開始されなければならない)
Identify Critical Path
Gant chart
MS Projectなどのツールを利用する?
Procurement external vendor
Must be aware of:
- Timelines
- Due dates
- Quality levels of all resources they are procuring
Contract types
- Fixed price contract
- Vendor commits to doing the work for a set amount within a certain timeframe
- Pro: Any additional spending will be taken on by the vendor
- Con: Cost would be higher since vendor may add the buffer.
- Cost plus contract
- Buyer agreeds to pay any cost incurred by the vendor performing the work
- Con: Vendor is going to make the work going on longer.
- Time & Materials contract
- Vendor charges the buyer an hourly or daily rate
- Con: Vendor is going to make the work going on longer.
Procuring non-financial resource (Human resource)
- Define the type of resources
- PM must identify the experts PM needs
- Estimate how much time you will need
- Validate the availability of the people you need
- Do not forget holidays and vacations
- Mark the days the person is not availalble to work
- Assign roles and responsibility to them
- RACI matrix
- Responsible: directly responsible for doing work
- Accountable: responsible for meeting the overall goal of the activity
- Consulted: Provides information expertise or support for an activity
- Informed: Needs to be informed on the progress of an activity
- RACI matrix
Quality assurance
- Define quality standards and requirements
- Setting actual and actionable target for the criteria (ソフトウェアバグとか?)
- Plan how, when and who will do (Frequency, How to report)
- Finalizing quality plan
- Make adjustments to their project constraints
Quality plan
以下が記載事項
- Quality standards
- Target result
- Sample size of audits
- Frequency of reports
- Owners
EAR
Expectations
- Getting everyone on same page is done most likely when defining the scope with stakeholders in WORKSHOP
- Share the expectations in order to identify a gap
- Questions to identify a gap
- How do you think the final product of the project will be usefull to the orgnization?
- Do you believe something can be added to significantly improve the result?
- Do you agree with the way the scope is described in the project documents?
- Keep all stakeholders up to date to eliminate stakeholder's dissapoinments
Assumptions
- Review the assumptions
- How much buffers are needed
Risks
- Identify all risks in Risk log
- Analyze the severity of the events (Impact to Scope, Time, Costs) and the probability of occurence
- Eliminate risks or mitigate risks
Change process
- PM needs to limit the potential for change through comprehensive planning
- PM must convince the Project sponsor that change will benefit the project with Change request form
- Project sponsor dertermine if the additional needs are worth it
- Reasses schedule, budget, scope, resources, quality once the change is approved
作成物
- Scope
- Scope Statement
- WBS
- Activity List
- Time
- Critical Path
- Gant Chart
- Milestone
- Cost
- Budget template
- Others
- Resource Availability
- RACI matrix
- Risk log
- Quality plan
- Change request
Rules of project
- How will the deliverable be approved?
- By whom?
- How often will the PM send project reports?