Ocean PMP BLOG

未來的事無法預知, 所以我們必須先要將某些變數先給予假設(assumption)將其固定下來, 才能基於這些假設開始進行計畫, 例如某產品的銷售量, 原料價格, 匯率, 產量, 辦活動要預估來客數, 氣候, 其他如預估時間,運費成本, 需求, 可靠度, 行為模式(pattern), 競爭者狀況, 法規變動,  etc.
以最近發生的88水災來說我們是根據氣象局預測做為假設, 來準備個人行程或防災應變計劃, 可是當氣象局不斷的將雨量上修時, 相對的當初的假設已不正確, 所以後面的計畫如果沒有修正, 當然也無法應付未來環境的變化, 再提醒所有的 forcast, estimation, Assumption 都有 Risk,  都要擺到 risk register 裡追蹤, 看當初的假設還是不是真, 預估是否正確專案計畫是否要更新.
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Just completed a round of in-house project management training last week. In the course of trainnig I encouraged trainees to see things from the aspect of Project base. In other words, keep in mind PDCA cycle. Plan, Do, Check, Action. It's very easy to realize and memorize. You got used to adapt WBS and network diagram rather than To-Do list. Major task is often involved with stakeholders who you have to deal with and to find out their requirement then plan in. Anything happen against baselines(scope/time/cost/quality)what you feel is "problem" or treat it as a "change request".
Put it together, Project base thinking is Management thinking you have to
1) dig out sponsors' requirements
2) identify stakeholders' needs and wants and expectations

其實賣方規劃單位在開規格時常會考慮未來年幾年的需求，而這些需求有的已有標準，有的還在構想階段，為了能夠在未來競爭環境中能夠繼續生存下來，所以就把一些先進地需求規格列入RFP中(request for proposal)，事實上買賣雙方都知道不一定在結案前能夠將功能做出來(有些標準都還在制定中怎麼會有產品)，這時專案要執行最後階段範疇驗證時就會出問題，但是總不能因為幾個功能就讓整個專案持續延遲下去，下列是各項可能解決方案，這些由賣方提出的 change request都需要走 Integration change control process，先厘清變更的範疇(clarification)、變更的原因(root cause)、對專案範疇、時程、成本、品質、風險的影響(evaluation)，經評估後可能有下列選項可執行，不要讓專案持續的延持無法結案(lose,lose):

用一題PMP考題來舉例:
A公司為B客戶生產全新的電腦監控設備，目前該專案已進行個7月，專案成員依據既定範疇(WBS)執行、進度超前(SPI=1.07)、成本控制在預算內(CPI=1.2)，品質控管在品質標準內，可是客戶在最近的查訪過程中表示不滿，請問如何可避免此種問題的發生?

專案結不了案:
無論你是管理階層、專案經理或專案成員應該都有下列這些經驗不知專案怎麼才能結案
1)       需求愈來愈多怎麼也做不完

Are you smiling as you see this equation.
Suppose that management should leave one factor out of 4 for PM to determine.
Otherwise the risk of project is going to soar. But who care, they are all fixed when you're assigned to handle project in current environment. (your boss will tell you that is why you are here)
Somehow, PM is a very tough job due to the equation is not true from the very beginning.

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?”.
When PM gets a project charter or helps come out a draft project charter it should contain project deliverables. Therefore deliverable could be a physical product, service or a figure like improve quality 1% or reduce customer complain 5% in 3 months...
Deliverable is closely related to the purpose(justification) of a project initiated. We have to pay more attention on what project wants and then come out WBS. Don’t forget WBS is project needs to do and is deliverable-oriented. Deliverable-oriented means project/customer’s wants will be found in the WBS.
 

大家都知道古埃及建造了許多的金字塔，可是其中保存最完善的是胡夫王金字塔，為什麼至今仍保存的非常完善?是因為當時建造這個金字塔的不是一般的奴工而是胡夫王的子民，他們要榮耀他們的君王，以讓後世永遠知道他的偉大貢獻及成就，因為這樣當時的設計施工都加入要榮耀他們君王的心，這些參與建造者不會說我祇是來切割大石頭、我是來運送石塊，他們會說我們是來建立一座可以揚名萬世不朽的金字塔，這是Vision所產生有著美好遠景的共同認知所帶來的結果。同樣的我聽到的另一個偉大Vision在現代發生的故事與大家分享，它就呈現在我們眼前:

Hertzberg’s Motivation Theory
赫玆伯格理論: