工程項(xiàng)目管理英文課件：class3-managing the team

ManagingtheTeam

and

Customers1ASSIGNMENTSReadChapter3ReviewSections3.15and3.16ClassDiscussiononly:Inyouropinion,whatbarriersmightexistinChina?

2PROJECTCHARTERAllprojectsstartwithsometypeofProjectCharter.TheProjectCharterprovidestheprojectmanagerwiththeauthoritytoapplyorganizationalresourcestotheprojectactivities.AProjectManagerisidentified3PROJECTCHARTERAprojectisstartedbecauseofaproblem,opportunityorbusinessrequirement.Aprojectaddressesoneofthefollowing:AmarketdemandAbusinessneedAcustomerrequest(acontract)AtechnologicaladvanceAlegalrequirementsocialneed4PROJECTCHARTERCONTENTRequirementsthatsatisfythecustomer,sponsororotherstakeholdersBusinessneedProjectpurposeAssignaprojectManagerSummarymilestonescheduleBusinesscaseHighlevelbudget5PROJECTCHARTERINPUTContract(ifapplicable)TheStatementofWork(SOW)Thisisanarrativedescriptionoftheproductsorservicestobesupplied.TheSOWisprovidedbytheexternalcustomerifitisacontractorisgeneratedinternallybytheprojectinitiator/sponsor.TheSOWincludesthebusinessneed,projectscopedefinitionandstrategicplan6StatementofWorkDefinition:Adescriptionofproducts,services,orresultstobesupplied.Suppliedbytheexternalcustomer.7PROJECTFLOW8PROJECTCHARTERPRELIMINARYPROJECTSCOPESTATEMENTPROJECTMANAGEMENTPLANPRELIMINARYPROJECTSCOPESTATEMENTThePROJECTSCOPEstatementisthedefinitionoftheproject–whatneedstobeaccomplished?WebeginwithaPreliminaryProjectScopeStatementbasedontheProjectCharterandinputfromtheSponsor.TheScopeStatementisrefinedandbetterdefinedduringthePlanningphaseanddevelopmentoftheProjectManagementPlan9TeamBuildingTheTeammustfeelownershipfortheplanandtheobjectives.Eachteammembermustknowtheirrole.Whatisexpectedofthemandbywhen?Donotassumetheyknowthisbecauseyoutoldthem.Askthemtodescribeintheirownwordswhattheybelievetheirroleis.10TeamBuildingTheProjectmanagermustestablishaclimateofopencommunicationwherepeoplefeelcomfortabletellingyouwhentheyhaveaproblem.IntheirbookOrganizations(1958),MarchandSimonpresentedfiverulesfordevelopingcommitment.11RulesForDevelopingCommitmentHaveteammembersinteractfrequentlysotheygainasenseofbeingateam.Besurethatindividualneedsarebeingmetthroughparticipationintheteam.Letallmembersknowwhytheprojectisimportant.Peopledonotlikeworkingonaloser12RulesForDevelopingCommitmentMakesureallmemberssharethegoalsoftheteam.Onebadapplecanspoilthebarrel.Keepcompetitionwithintheteamtoaminimum.Competingandcooperationareopposites.Letmemberscompetewithpeopleoutsidetheteam,notwithinit.13CustomersThefirststepinanyprojectistoidentifywhothecustomeris.Whataretheimportantcharacteristicsofthecustomerwhichwillpermityoutodefineasuccessfulstrategy/product?Thisdescriptionmustbeasspecificaspossible.Ifitistoogeneral,itisuseless.Forexample,tellingmeyouaretargetingallChinesedoesnothing.14CustomersWithinthecompany,theremaybeseveralcustomers.Itcouldbeonlyyourbossforasmallprojectorseveralfunctionalareas,ormanagementandhourlyemployees.Externally,itcouldbeonegovernmentagencyorcompany,orafewlargecompaniesormillionsofindividualbuyers.15CustomersCustomerscanbecategorizedintothreegeneralgroups:InternalcustomersCustomerswhohavecontractedyourcompanyforaserviceorproductExternalcustomers16CustomersInternalCustomersMostaccessibleThecostofgatheringdatais,relatively,inexpensive.Alotofdataaboutthecustomeralreadyexists.Alternativescanbetestedatminimumcost17CustomersInthecaseofacontract,thecustomerhasprovidedyouaStatementofWorksotheprojectdeliverablesarewelldefined.But,aswehaveseen,eveninthiscase,theteammustdefinetheinternalobjectivesofcost,expenditures,price,timetodelivertheStatementofWork.Also,theteammustspendtimewiththecustomertoachieveacommonunderstandingoftheSOW.18CustomersExternalCustomersManyprojects,ifnotmost,donotinvolveacontractbutratherrepresentnewservices,processes,softwareorproductsforsaletothegeneralpublic.Iftheproductorserviceistargetedatyourexistingcustomerbase,muchinformationisavailableandaccessisrelativelyeasy.Ifyouaregoingafteranewcustomerthansignificantlymoreworkisrequired.19CustomersExternalCustomersCustomersaregenerallycategorizedbydemographicssuchasage,income,education,orfamilysizeCustomersarecategorizedbylifecyclestagessuchasyoungandsingleorretired.Customersarecategorizedbypastpurchasessuchasaluxurycarbuyerorsportscarbuyer.Customersarecategorizedbytheirattitudesorvaluessuchasconservativeorlikestobeanearlybuyer.20CustomersExternalCustomersManytimesthemarketingdepartmentwilldefineatheoreticalcustomerwiththeattributesofthetargetcustomer.Forexample;weplantosellourproducttoJack.Jackhasjustgraduatedfromcollegeandissingle.Helikestobeseenasfashionablebutiscarefulhowhespendshishardearnedmoney.Jackisverypractical.21CustomersAllthecustomershavewantsandneeds.“Wants”areusuallyattributesthatarehighlydesirable.“Needs”areattributesthatareessential

YourtaskasaProjectManageristodefineaprojectthatmeetsthecustomerwantsandneedsatthelowestcostandspeed,withtheappropriateleveloftechnologyand,ifexternal,maximizestheprofitsofthecompany.22HowDoYouKnowWhattheCustomerWants?Customerinterviews/StatementofWorkMarketresearchBenchmarkingCompetitiveanalysisMarketanalysisTeardownstudies23HowDoYouKnowWhattheCustomerWants?ObservationEconomicanalysisTechnologytrendsDemographictrendsRegulatoryrequirementsInternalResearchandDevelopment24HowDoYouKnowWhattheCustomerWants?Customerinterviews/StatementofWorkHavingonlyafewcustomersmakesiteasiertodeterminewhatacustomerwants.Youcanjustaskthem.However,thecustomermaynotalwaysknowwhatthesolutionis.Theyhaveaproblem,needorwant,buttheyneedyoutoapplyyourexpertisetodelivertheoptimumsolution.25HowDoYouKnowWhattheCustomerWants?IthasbeensaidthatifHenryFordhaddonemarketresearchbeforedesigningtheModelT,thecustomer’snumber1wantwouldbeafasterhorse.26HowDoYouKnowWhattheCustomerWants?Customerinterviews/StatementofWorkIfyouneedclarification,youcanreturntothem.Maintaininggoodcommunicationwillinsureyourprojectmeetsthecustomer’sneeds.Youalsomaydiscussalternatives.27HowDoYouKnowWhattheCustomerWants?MarketResearchWhenyouaredealingwithlargenumbersofcustomers,itmaybeeconomicaltocontractMarketResearch.Itisbesttohireaprofessionaltoconducttheresearchasitiseasytointroduceunintendedbiases.Marketresearchcanhelpselectthebestalternativesaswellasprovideacheckpointtoconfirmprojectdirection.28HowDoYouKnowWhattheCustomerWants?MarketResearchInternalquestionnairesandresearchpropertiescanprovideusefulinformationwhenbudgetsaretight.Researchisaguideanddoesnotalwaysprovideadefinitiveanswer.Companiestrytoidentifythosecustomerswhoareearlyadaptersandmoreopentonewtechnologyandstyle29HowDoYouKnowWhattheCustomerWants?BenchmarkingThisisatoolthatallowsyoutoassess,compareandevaluatewhatisinthemarkettoday.Whoisrecognizedasdoingthebestbythemarketorindustry?Howdoesyourserviceorproductcompare?30HowDoYouKnowWhattheCustomerWants?CompetitiveanalysisItisessentialyouunderstandthecompetitionbothintermsoftheproductorservicestheyprovidebutalsotheiroverallbusinessstructure.Whathasbeenreportedinthepressastofutureplans?Howdoyourankagainstthem?31HowDoYouKnowWhattheCustomerWants?TeardownstudiesThisisasub-setofcompetitiveanalysis.Thisisadisciplinedprocessofdismantlingyourcompetition’sproductstodeterminetheirsystemdesigns,cost,materials,andweight.Intheautoindustry,wehaveeightbyfourfootboardswitheverypartofacompetitivecarmounted.32HowDoYouKnowWhattheCustomerWants?TeardownstudiesTheyprovideanexcellenttoolforestablishingcostandweighttargets.Theycanalsoprovideideasforimprovementsonyourproduct.33HowDoYouKnowWhattheCustomerWants?ObservationThisisaninexpensivewayofdoingresearch.Justgooutandobservehowthetargetcustomerusesyourproductsorrelatedproducts.Attendeventswhereyourproductsandservicesareused.Justlistenandwatch34HowDoYouKnowWhattheCustomerWants?EconomicanalysisThisisimportanttounderstandwhatmaybeforecastedforcoststhatimpactthecustomer.DisposableincomeExchangeratesLaborratesTaxpolicy35HowDoYouKnowWhattheCustomerWants?TechnologytrendsThisiswhereyouhavetheopportunitytotellthecustomerwhatisonthetechnologyhorizon.Anewprojectprovidestheopportunitytointroducenewtechnologyandprocesses.Itiscriticalyouareup-to-date.36HowDoYouKnowWhattheCustomerWants?DemographictrendsThesetrendscaneitherconfirmyourmarketisgrowingorgettingsmaller.Theycanhighlightnicheswherecompetitorshavenotentered.37HowDoYouKnowWhattheCustomerWants?RegulatoryrequirementsThisiscriticalsothatyourplanincludesfutureregulatoryrequirements.Withtoday’sglobalproducts,itisnolongersufficienttounderstandyourdomesticmarketonlyRelatedtothisisunderstandingforeignduties,localcontentrequirements,andtaxes38HowDoYouKnowWhattheCustomerWants?InternalResearchandDevelopmentObviously,yourownR&Dareamayhaveconceptsandproposalswhichneedtobeincludedinyourproject.Asmentionedearlier,youneedtohavearigorousevaluationprocessbeforeyouincludethenewtechnologyinyourproject.39WHYBUYSWithallthiscustomerdata,itiseasytowritedownallthefeaturesandattributesyourproductorserviceswillhave.IhadaVicePresidentwhoforcedustolistthefiveprimaryreasonswhythecustomerwouldbuyourproduct.WecalledthemWHYBUYS.Whywouldthecustomerwalkacrossthestreettolookatyourproduct?40WHYBUYSThiswasagreatdisciplinedbecauseitforcedtheteamtofocusonjustafewattributes.Oncetheseattributesweredefined,assumptionsweredevelopedtodeliverthem.Whentrade-offswerediscussed,theseWHYBUYSwerecastinstone.Duringthecourseofaprogram,itiseasytowaterdowntheattributesbecausetheyarehardtodo.41ThePlanOnceyouunderstandthetargetcustomerandhavedefinedthekeycustomerneedsandwants,thetaskbecomestoleveragethecompanyandsupplierpartnerresourcestodeliverthem.Thisincludes:EngineeringtalentManufacturingfootprintDistributionsystemLogisticsystemMarketing42INITIATIONPROCESS43IDENTIFYTARGETCUSTOMERIDENTIFYWANTSANDNEEDSIDENTIFYWHYBUYSCOMPETITIVEANALYSISREGULATORYREQUIREMENTSTECHNOLOGYTRENDS&INTERNALR&DPRELIMINARYPROJECTSCOPEANDTARGETSDEFINEDCLASSEXERCISEDivideintothreegroupsGroupI–OpenaChickenrestaurantnearcampusGroupII–IntroduceanewelectricscooterGroupIII–Introduceanautonomouscar44CLASSEXERCISEAnswerthesetwoquestionsWhatarepossibleWHYBUYS?GivenyourWhyBuys,whatwouldbethetargettobetracked?

Forexample,ifIsaid“Bestdrivingrange”isoneofmyWHYBUYS,IwouldwanttotrackdrivingrangeonmyprojectEachrowcanworktogethertogivemeananswer45CommunicationOnceyouhavedefinedthecustomer,WhyBuys,targetsandoverallplan,itisimportant100%oftheteamunderstandsit.Thismaytakeseveralmeetingsandoffsitesandshouldincludesuppliers.Whyisthisimportant?Becauseeveryteammemberwillbefacedwithdailydecisionswheretrade-offswillbenecessary.Youwantthemtounderstandwhatisimportanttosuccessoftheproject.46TeamMeetingsTheProjectManagermustdefineteammeetingsintermsoffrequency,length,dates,preparation,distributionoftheagendaandminutes.TheremaybeseveraltypesofmeetingsEachmeetingshouldhaveanagendaMeetingsrequireacoordinatorRecordinganddistributingminutesiscritical47TeamMeetingsPowerofthePenTheauthorisabletobiastheminutestowhatheorshethoughtwasthebestdirectionfortheproject48TeamMeetingsAdailystartupmeetingishighlyrecommended.Nomorethan15-30minutes.Areweontrack?Whoneedshelp?ProblemResolutionmeetingsshouldonlyinvolvethepeopleaffected.PeriodicProjectreviewmeetingsareformalmeetingswithseniormanagementandsometimesthecustomertoreviewprogramstatusandmilestoneapproval49ManagingtheTeamATeamMeetingorWarRoomisausefultoolwheretheentireteamcanaccesskeyprogrammetricswhicharedisplayed.Theidealsolutionistheentireteamisco-located.Butwithglobalprograms,thenextbestisfrequentvideoconferencingandavirtualWarRoomontheWeb.50ManagingCommunicationTimingiscritica