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.
目前分類:Scope (10)
- Jun 26 Sun 2011 09:56
Customer Requirement vs Project SOW
- Nov 11 Thu 2010 10:04
Balance stakeholder needs(2)
- Oct 16 Fri 2009 10:04
Project base thinking:
When we run project, especially in execution stage there is always Eng raises their hand saying oh, I can not accept this feature due to …what if …….
- Oct 14 Wed 2009 09:03
Balance stakeholder needs(平衡專案關係人的需求)
專案開始之初在Planning 階段之前我們先要做Stakeholder analysis,目的是要瞭解會影響專案成敗的有那些人,這些人當中除了負責專案實際執行的專案人員外,主要的Sponsor(ex: 各部門主管)針對這個專案它們的看法是甚麼,講白一點他們的需求是甚麼,如果沒有先談好加以收斂,注意這些需求是會不斷的出現變成Activity加入Scope裡,憑專案有限的時間、資源是沒有辦法滿足這些重量級Sponsor的需求,缺了先做 balance stakeholder needs 就進入planning階段就會漏掉這些non-business needs,日後就會有人不斷舉手告訴專案經理,他們老闆要求還要加入一些activity,專案是要拒絕還是接受(專案有專案的kpi 時間成本…,各部門有各部門的kpi), balance stakeholder needs講白一點就是在滿足專案這個goal的前提之下,大家共體時艱來完成專案,balance stakeholder needs就是要大家先各退一步,以此為基準線來作為專案的Scope,不然Scope creeping或 change request 會不斷的出現。
- May 20 Wed 2009 12:35
How to define a project successful?
How to define success of a project ? or what is Project KPI? or what is project purpose? Actually, these 3 questions are pointing to same thing which is “what is project deliverable?”.
- Feb 04 Wed 2009 15:37
Product scope vs Project Scope 產品範疇與專案範疇
- Jan 05 Mon 2009 16:36
PMP WBS Control Account, Work Package, Activity 列管帳目 工作包 活動
當我們將WBS分解後(如下附圖),最下層我們稱為 Work Package就是工作包,代表同類型活動(Activity)的集合,例如控制箱體(100只)這是某專案WBS的底層(Work Package),然而這100只控制箱體不是一天內可以完成,所以又要在Activity Definition細分成許多的步驟(備鋼材、..成型、..塗裝),這些步驟就是Activity,如果你是一個PM你應該會想知道這100只控制箱(含控制器),整個需要編列多少預算,實際花費多少錢,這裡的100只控制箱就會是 Control Account,你需要與Finance溝通將他列為Control Account,Finance會給專案及專案下每個Control Account編號,所有與100只控制箱相關的 manpower, overtime, invoice, business trip… cost,在填報費用申請時,都會灌進這個Control Account 編號下,而所有的Control Account相加即是你專案的總預算及實際花費,所以專案經理可以經由財務報表得知專案目前的花費是多少。在 Projectized的組織都是利用這樣的方式做專案的成本控管,Matrix 組織也要將專案部分列入財務的項目(WBS)裡這樣才能有效控管專案的預算及支出,不然是無法區分Routine 工作及專案的成本。
- Dec 02 Tue 2008 08:59
PMP Planning Create WBS 工作分解結構
很多人把需求當作是 Scope of work,因為需求通常簡短敘述,乍聽之下會以為很簡單(可參考另一篇文章,”只加一個欄位你(IT)計較什麼”,如果未經思索可能會忽略原來有一堆工作要做,我想大家都有過這種經驗,輕率的答應一些不該答應的工作,回來做下去才發現並非如此,後悔莫及。Sales有時也不小心的 over commit 一些事,回來交給PM才知道,雖然是簡單的一句話,那可是會做死人的。我們也常說,老闆說一句,下面的就做不完,不是嗎?
- Nov 30 Sun 2008 20:15
PMP Planning Scope definition 範疇定義