Ocean PMP BLOG

原來IE6 無法上來, 所以之前偶有空時想上來看都上不來, 換Google Chrome 終於ok~

For Example, you're handling a big outdoor activity. Customer only tell you assume how many viewers will come in. this is requirement. But these viewers will generate how much traffic you need to manage, how many parking lot you need to prepare, it depends on many aspects like location, age of viewers.... that is your scope of work. how to turn requirements into scope of work that backend supprt familiar with project needs someone playing this role. Thererfore we need someone to dig out customer requirement, mapping to product and turn into scope of work.

I think the most critical thing to project success is to dig out customer expectation. Customer needs and wants which are often related to product or service is easy to find out.  Customer is hard to tell you clearly what they want. Just like McDonald clerk often double check what you want. 

http://www.facebook.com/home.php?sk=group_28543375847&ap=1#!/home.php?sk=group_102252159866745&ap=1

價值工程簡單的說就是要找出能用最少的成本創造最高價值的方案

Games people play,

成本與品質與時間與範疇總是在不斷的拉扯到底那個重要，一般來說Matrix組織垂直式分工，各部門各司其職，規劃部門與產品部門當然以成本為第一考量，他們的KPI往往是 cost down多少， profit 增加多少，品質時間是其他部門的事，製造維修單位總是高舉品質大旗，quality is plan in要求規劃部門優質設計，多編列預算買好的設備，最好是全自動零故障，若日後運作有問題那是規劃部門問題，業務部門不管你用甚麼設備多少錢品質如何只要時間與範疇能做到可以驗收請款就好，那個部門可以全面的來看那就是PM, PM通常比較客觀站在比較接近公司整體利益來看(當然要看那一層的PM)

用風險分數來做決策(Decision Making)