互联网+时代下,越来越来的开发、创业项目,需要快速的的迭代和响应客户的需求,项目交付、响应市场,什么是真正的需求?开发团队如何满足业务?产品如何按期发布?我们项目的沟通协调怎么更加有效,团队之前的合作还有没有更加有效地新方法呢?
我们在基于PMI的PMBOK(项目管理知识体系)与最新的敏捷开发实践方法,把我们的项目从开始立项到项目关闭的全过程,借鉴瀑布和敏捷的2种模式下涉及到的最佳实践用于课堂的研讨,从而探索出适用于XX公司项目交付的成功模式。
通过此次的研讨交流,希冀达成如下的目标:
- 参训学员能够了解项目管理的方法体系和全貌,了解一般项目管理的全过程;
- 了解敏捷的核心价值观和方法,并且掌握部分的敏捷工具;
- 更好的厘清业务和开发需求,建立公司的需求管理的一套方法;
- 通过一套工具、方法,更好的监控项目进度,更快的满足业务;
- 项目的团队之间的分工与合作,更高效的协同推进工作开展;
- ……
基于以上的学习提升目标,为此设计的课程:
Day 1
- 企业遇到的挑战
- 企业的经营战略分解——运营与项目;
- 绘制商业模式(Business Model)画布;
- 项目管理全球现状——Standish的项目管理报告给我们的启示;
- 项目管理与敏捷
- 项目与项目管理;
- 项目生命周期与IPECC过程;
- 项目群、项目组合及项目管理办公室(PMO)介绍;
- 互联网时代下企业的困境与挑战
- 传统的项目管理方法与敏捷;
- 敏捷宣言、核心价值观;
- 常见的几种敏捷实践方法;
![](https://www.mubiaobang.com/wp-content/uploads/2023/01/Zp-1024x542.jpg)
(三)项目立项与启动
- 任命项目经理
- 任职资格与要求
- 项目的干系人管理
- 小组讨论:我们拟定案例项目的利害关系人分析
- 项目章程的编制;
- 敏捷项目的立项、构建产品待办列表
- 项目启动会的召开
(四)需求识别与管理
- 客户的需求识别
- Kano模型
- 价值驱动交付;
- 用户画像与用户故事;
- 建立用户故事地图;
- 有效识别客户的隐形需求与显性需求?
(五)项目的计划与控制管理
5.1、项目计划编制(上)
- 项目的范围管理
- 工作分解结构(WBS)原则
- 案例演练:编制项目的WBS分解图
- 利用不同网络图技术分析项目进度的技巧
- 前导图/箭线图/条件图;
- 甘特图/网络图/里程牌图
- 明确活动依赖关系(四种逻辑关系),善用松动时间
- 活动工期估计,如何做PERT分析
- 关键路径法
- 快速跟踪与赶工/时间-成本平衡法
- 网络图与关键路径分析
- 小组讨论:编制案例项目工作分解结构及进度表
- 工具:微软的Project软件编制项目进度表
Day 2
- 项目计划编制(下)
- 以SCRUM方法依据
- 故事点数与团队速度
- 单次发布、发布循环
- 规划扑克
- 优先级排序技术
5.2、项目的人员计划与成本管理
- 组织结构对项目的利与弊;
- 项目的人力资源投入计划;
- 成本构成与成本曲线;
5.3、项目的风险管理
- 项目风险的概念及管理过程
- 风险识别及其评估和量化
- 风险应对策略及监控
- 小组讨论:案例项目风险识别及应对规划
(六)项目的执行与监控管理
6.1、项目实施过程的关键报告;
- 进度/成本报告;
- 挣值管理(Earned Value)技术;
- 基于任务墙的项目报告与控制
- 问题与风险报告;
- 会议与报告——站立开会、引导技术、会议空间
- Kanban方法;
- 燃尽图(Burn-Down Chart)
6.2、干系人的在项目实施过程中的期望管理;
- 客户与最终用户的期望管理;
- 关键干系人的支持与参与;
6.3、项目的需求变更管理与控制;
- 变更控制流程;
- 价值驱动交付
6.4、项目的团队管理与沟通技巧;
- 模拟演练:ABC游戏
- 团队的发展的4大阶段;
- 敏捷团队的组成与分工
- 敏捷教练
- 自组织
- 仆人式领导
- 基于DISC行为风格的沟通策略;
(七)项目的关闭与收尾
1、项目的关闭与知识管理、经验教训总结
2、迭代审查和敏捷回顾
![](https://www.mubiaobang.com/wp-content/uploads/2023/01/含二维码-3.jpg)
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