项目管理培训资料75259.pptVIP

* * * * MSP 2000 should be available to Kodak by 5/01. Ken Jamison was the corporate product custodian, but left EK 1/01. No current steward. Upgrade cost will be approximately $200. You must obtain an architectural variance to use a product other than MSP ‘98. * * e-campus includes self-teach on PMI’s body of knowledge. * * * * * * * * Use the skiing exercise. * * * * * * * Project progress reviews are necessary; but they should focus on looking AHEAD rather than looking back (except to learn from the past). Stakeholders are more interested in whether or not you think you’ll arrive on time, within budget, and with the functionality - rather than dwell on all of your accomplishments to date (although they should be celebrated). * * * * * * * * KOS-C posted documents: Configuration management and Change Management flowchart. The CDG-Retail area is one example with a very good Change Request Lotus Notes database. * * * * * Past feedback was that classes wanted a little more on risk management, which is why this section was included. * * * * * * * Ask the class - get participation. Look for time (schedule), cost (budget), and performance (functionality). * * * * Standard work (KOS-C) exists for each major phase. More about this in a few slides. * * Every project needs a sponsor (more than 3 may be too many). Who will clarify the goals, remove obstacles, secure resources, reward the team for success? Who cares about this project? Who has it on their MPCP? If you struggle with these questions, your project is doomed. When someone says “I’m the sponsor”, you can then confirm the roles in this slide with them. Do they understand what it means to be a sponsor? * * * * * * KOS-C postings to support business case analysis include DRA/Bus Case, Determining Price, and Determining Volume. * I’m trying to figure out how (and how deeply) to mention system engineering here. There’s certainly a fit for SE in the initiation stage, where an output is the requirement