ครั้งที่ 4 วันที่ 28 มกราคม 2560 Information Systems Project Management MIT-M Chiangmai University Project Scheduling Project Implementation Project Monitoring &control, Project assessment , Closed Project ครั้งที่ 4 วันที่ 28 มกราคม 2560

วันนี้ไปวัดมาหรือยัง ไปวัดก่อนมีทุกข์ ให้พระนำตอนมีชีวิตอยู่ ทำงานหนักตอนมีเวลาก่อนสอบ วันนี้ก็บอกไม่มีเวลาไปวัด ไปวัดตอนมีทุกข์ ให้พระนำตอนไม่มีชีวิต ขอพระช่วยตอนหมดเวลา

Project Planning, Scheduling, and Controlling 1. Setting goals 2. Defining the project 3. Tying needs into timed project activities 4. Organizing the team Project Scheduling 1. Tying resources to specific 2. Relating activities to each other 3. Updating and revising on a regular basis Time/cost estimates Budgets Engineering diagrams Cash flow charts Material availability details CPM/PERT Gantt charts Milestone charts Cash flow schedules Project Controlling 1. Monitoring resources, costs, quality, and budgets 2. Revising and changing plans 3. Shifting resources to meet demands Reports budgets delayed activities slack activities Before Project During Project

IS/IT project , Project Life cycle , Framework of Project management

Project Management Risk Quality Time Scope Cost Performance Risk Project Planning Project Implementation Project Control Risk Quality Time Scope Avoid Transfer Share Retain Cost Performance Project Planning project identification project charter project proposal Opportunities Problems Objectives Goals Scope guideline Scope Results Targets Method WBS Project Scheduling Gantt chart Activities Sub/Level of Work KPI Quality /time /cost CSF Network diagram PERT/CPM Gantt chart Project Control Evaluate/Monitor Risk Allocate Time budget Responsibilities Milestone Project Implementation

Project Charter Template

การเขียนข้อเสนอโครงการ หลักการ เหตุผล ที่มาของโครงการ เป้าประสงค์ เป้าหมาย 2 เป้าหมาย 3 เป้าหมาย 1

ขอบเขตงาน คัดเลือก คัดเลือก หาวิทยากร ผู้เชี่ยวชาญ อบรม เกษตรกร สร้าง WBS เกษตรกร อบรม อาหารปลอดภัย สร้าง เครือข่าย มาตรฐานความ ปลอดภัย วิจัย ค้นคว้า สร้างเกณฑ์ ตัวอาหาร นำร่อง ตรวจสอบ ประเมิน

ขอบเขตงานโครงการอาหารปลอดภัย เป้าประสงค์ อาหารปลอดภัย WBS ผู้เชี่ยวชาญ เกณฑ์มาตรฐาน เกษตรกร วิจัย ค้นคว้า ระดับ 1 ระดับ 2 ตัวอาหาร นำร่อง คัดเลือก หาวิทยากร สร้าง เครือข่าย ตั้งกรรมการ ระดับ 3

ขอบเขตงานโครงการอาหารปลอดภัย ผู้เชี่ยวชาญ เกณฑ์มาตรฐาน เกษตรกร วิจัย ค้นคว้า ระดับ 1 ระดับ 2 ตัวอาหาร นำร่อง คัดเลือก หาวิทยากร สร้าง เครือข่าย ผู้รับผิดชอบ นาย ก. ระยะเวลา 2อาทิตย์ งบประมาณ 2,000 บาท

แผนดำเนินงาน เวลา กิจกรรม เดือนที่ วิจัยค้นคว้า สร้างผู้เชี่ยวชาญ Report Mile stone 1 Mile stone 1 เวลา กิจกรรม เดือนที่ วิจัยค้นคว้า สร้างผู้เชี่ยวชาญ คัดเลือก หาวิทยากร สร้างเครือข่าย กำหนดเกณฑ์ อบรมเกษตรกร

PERT and CPM PERT: Program Evaluation and Review Technique CPM: Critical Path Method Graphically displays project activities Estimates how long the project will take Indicates most critical activities Show where delays will not affect project

The Network Diagram Network (precedence) diagram – diagram of project activities that shows sequential relationships by the use of arrows and nodes. Activity-on-arrow (AOA) – a network diagram convention in which arrows designate activities. Activity-on-node (AON) – a network diagram convention in which nodes designate activities. Activities – steps in the project that consume resources and/or time. Events – the starting and finishing of activities, designated by nodes in the AOA convention.

The Network Diagram (cont’d) Path Sequence of activities that leads from the starting node to the finishing node Critical path The longest path; determines expected project duration Critical activities Activities on the critical path Slack Allowable slippage for path; the difference the length of path and the length of critical path

โครงการออกผลิตภัณฑ์ใหม่สู่ตลาด การจัดจำหน่าย เลือกผู้จัดจำหน่าย จำหน่ายให้แก่ ผู้จัดจำหน่าย โฆษณา เลือกบริษัท วางแผนโฆษณา รณรงค์การ สินค้า สั่งสินค้า บรรจุสินค้า ส่งสินค้าให้ ผู้จัดจำหน่าย บรรจุภัณฑ์ ออกแบบบรรจุภัณฑ์ ติดตั้งเครื่อง การขาย จัดตั้งสำนักงานขาย จ้างพนักงานขาย อบรมพนักงานขาย

โครงการออกผลิตภัณฑ์ใหม่สู่ตลาด สั่งสินค้า บรรจุสินค้า ส่งสินค้าให้ผู้จัดจำหน่าย ออกแบบบรรจุภัณฑ์ ติดตั้งเครื่องบรรจุภัณฑ์ จัดตั้งสำนักงานขาย จ้างพนักงานขาย อบรมพนักงานขาย เลือกผู้จัดจำหน่าย จำหน่ายให้แก่ผู้จัดจำหน่าย เลือกบริษัทโฆษณา วางแผนโฆษณา รณรงค์การโฆษณา

2 1 7 12 3 4 6 5 11 8 9 โครงการออกผลิตภัณฑ์ใหม่สู่ตลาด ออกแบบบรรจุภัณฑ์ ติดตั้งเครื่องบรรจุภัณฑ์ 2 สั่งสินค้า บรรจุสินค้า ส่งสินค้าให้ผู้จัดจำหน่าย 1 7 12 3 เลือกผู้จัดจำหน่าย จำหน่ายให้แก่ ผู้จัดจำหน่าย จัดตั้งสำนักงานขาย จ้างพนักงานขาย อบรมพนักงานขาย 4 6 เลือกบริษัทโฆษณา วางแผนโฆษณา รณรงค์การโฆษณา 5 11 8 9

2 1 7 12 3 4 6 5 11 8 9 โครงการออกผลิตภัณฑ์ใหม่สู่ตลาด 2,7 29,29 23,23 ออกแบบบรรจุภัณฑ์ ติดตั้งเครื่องบรรจุภัณฑ์ 2 2 29,29 10 23,23 13,17 0,0 สั่งสินค้า บรรจุสินค้า ส่งสินค้าให้ผู้จัดจำหน่าย 13 6 6 1 7 12 3 เลือกผู้จัดจำหน่าย จำหน่ายให้แก่ ผู้จัดจำหน่าย 6,6 17,17 6 จัดตั้งสำนักงานขาย จ้างพนักงานขาย อบรมพนักงานขาย 9 6 4 6 10,10 เลือกบริษัทโฆษณา วางแผนโฆษณา รณรงค์การโฆษณา 4 7 5 12,19 22,29 8,15 2 4 10 11 8 9

Microsoft Project ง่ายต่อการควบคุมและติดตามกิจกรรมทั้งหมดของโครงการ เครื่องมือช่วยบริหารโครงการ ผลิตภัณฑ์ของบริษัท Microsoft ง่ายต่อการเรียนรู้และใช้งาน ง่ายต่อการควบคุมและติดตามกิจกรรมทั้งหมดของโครงการ ง่ายต่อการแก้ไขเปลี่ยนแปลงกิจกรรม มีรายงานให้ เชื่อมโยงกับผลิตภัณฑ์ชุด Microsoft Office

Microsoft Project – task list

Microsoft Project – task info.

Microsoft Project -- Tracking

Microsoft Project – Completion Guide

SDLC Stakeholders Input Process output Customer Scope Quality Cost Gantt chart Time HR Procurement Communication Risk Report & Presentation PMBOK : ISO 21500:2012 Closed Project

PM Knowledge Areas & Process Groups PM Process Groups / Knowledge Area Processes Initiating Process Group Planning Process Group Executing Process Group Monitoring & Controlling Process Group Closing Process Group Project Management Integration Develop Project Charter Develop Prelim Project Scope Statement Develop Project Management Plan Direct and Manage Project Execution Monitor and Control Project Work Integrated Change Control Close Project Project Scope Management Scope Planning Scope Definition Create WBS Scope Verification Scope Control Project Time Management Activity Definition & Sequencing Resource Estimating Duration Estimating Schedule Development Schedule Control Project Cost Management Cost Estimating Cost Budgeting Cost Control Project Quality Management Quality Planning Perform Quality Assurance Perform Quality Control Project HR Management Human Resources Planning Acquire Project Team Develop Project Team Manage Project Team Project Communications Management Communications Planning Information Distribution Performance Reporting Manage Stakeholders Project Risk Management Risk Management Planning Risk Identification Qualitative / Quantitative Risk Analysis Risk Response Planning Risk Monitoring and Control Project Procurement Management Plan Purchases and Acquisitions Plan Contracting Request Seller Responses Select Sellers Contract Administration Contract Closure Process groups align with UofC metholodogy Project Closure 18-June-09

Risk Management is critical to ALL levels of decisions The HM Treasury’s The Orange Book Decisions can be categorized into three types. The amount of risk (uncertainty) varies with the type of decisions. Most decisions are concerned with implementation.

The relationship between IRM & MOHLTC’s Complex Risk Environment

Categorizing Risk – Comprehensive Political or Reputational Risk Financial Risk Service Delivery or Operational Risk People / HR Risk Information/Knowledge Risk Strategic / Policy Risk Stakeholder Satisfaction / Public Perception Risk Legal / Compliance Risk Technology Risk Governance / Organizational Risk Privacy Risk Security Risk Equity Risk Patient Safety 1. Financial Risk - The risk of financial losses, overspending, or the inability to meet budgets and plans. 2. Service Delivery or Operational Risk - The risk that products or services will not get completed or delivered in a timely manner as expected. This also includes risks to business continuity. 3. People / HR Risk - The risk that capable & motivated staff will not be available to get the job done. This could be the result of resignations, turnovers, inability to hire, lack of skills, strikes, injury etc. 4. Information Risk- The risk that information produced, or used, is incomplete, out-of-date, inaccurate, irrelevant, or inappropriately disclosed 5. Strategic / Policy Risk -The risk that strategies and policies fail to achieve required results 6. Stakeholder Satisfaction / Public Perception Risk - The risk of failure to meet expectations of the public, other governments, ministries, or other stakeholders 7. Legal / Compliance Risk- The risk that a government initiative, or action, will be in breach of a statute, regulation, contract, MOU, or that the government will face litigation 8. Technology Risks- Risk that information technology infrastructure does not align with business requirements, and does not support availability, access, integrity, relevance, and security of data. This also includes risks to business continuity 9. Governance / Organizational Risk- Risk that the organization structure, accountabilities, or responsibilities are not designed, communicated, or implemented to meet the organization’s objectives, and the risk that business culture and management commitment does not support the formal structures 10. Privacy Risk- Risk that associated with the collection, use and disclosure of personal information and personal health information. 11. Security Risk- Risk that is associated with the protection of confidentiality, integrity, availability and value of assets (tangible and intangible) and people. NEW

Key Risk Indicators (KRIs) are linked to strategy, performance and risk Strategy & objectives Risk Cause Consequence KRI Performance Sandra KRIs need to be linked to strategy, objectives and target performance levels, with a good understanding of the drivers to risk.

EXAMPLES OF KRIs Sandra Human resource • Average time to fill vacant positions • Staff absenteeism /sickness rates • Percentage of staff appraisals below “satisfactory” Age demographics of key managers Information Technology • Systems usage versus capacity • Number of system upgrades/ version releases • Number of help desk calls Finance • Daily P&L adjustments (#, amt) • Reporting deadlines missed (#) • Incomplete P&L sign-offs (#, aged) Legal/compliance • Outstanding litigation cases (#, amt) • Compliance investigations (#) • Customer complaints (#) Audit • Outstanding high risk issues (#, aged) • Audit findings (#, severity) • Revised management action target dates (#) Risk management • Management overrides • Limit breaches (#, amt) Sandra

Course #1031-1: Project Management Tools and Techniques Course #1031-1: Project Management Tools and Techniques Module 5: Project Close-Out Instructor Say The final phase of our Roadmap to Project Management Success is project Close-out. The overall purpose of this phase is to bring the project to an orderly and formal end. Copyright 2001, General Physics Corporation Instructor Guide

Project Manager’s Role During Project Close-Out Course #1031-1: Project Management Tools and Techniques Module 5: Project Close-Out Project Manager’s Role During Project Close-Out Ensure that all project deliverables have been completed and formally accepted by the customer. Determine if the measurable success indicators were achieved. Conduct project close-out meetings, both internal and external. Write the final project report. Document and share lessons learned. Instructor Say The project manager plays an important role during project close-out. The project manager should: Ensure that all project deliverables have been completed and formally accepted by the customer. Determine if the measurable success indicators were achieved. Conduct project close-out meetings, both internal and external. Write the final project report. Document and share lessons learned. Transition Let’s take a closer look at what’s involved. Copyright 2001, General Physics Corporation Instructor Guide

Course #1031-1: Project Management Tools and Techniques Course #1031-1: Project Management Tools and Techniques Module 5: Project Close-Out Instructor Say Evaluating success is a key activity that needs to be done during project close-out. Copyright 2001, General Physics Corporation Instructor Guide

Evaluating Project Success Course #1031-1: Project Management Tools and Techniques Module 5: Project Close-Out Evaluating Project Success Project purpose Deliverables Measurable success indicators Quality Schedule Cost Instructor Say Measuring Project Success Before your final meeting with the customer, you need to check that the customer’s needs have been met. Check the deliverables against the project’s measurable success indicators. For many projects you will deliver some of the project elements before the close-out phase. If so, review that those deliverables met the specifications and the measurable success indicators. Also for many projects, the success of the project will not be determined until long after the close of the project. For example, the success of an automotive part, as specified by the success indicators, won’t be evident until after that part is in regular production and is being used on the road. Copyright 2001, General Physics Corporation Instructor Guide

Attendees at the close-out meeting should be the project stakeholders. Course #1031-1: Project Management Tools and Techniques Module 5: Project Close-Out Instructor Say Close-out Meeting Once you have reviewed the measurable success indicators, the close-out meeting can be conducted. Attendees at the close-out meeting should be the project stakeholders. It’s not always necessary for all project team members to be there. Copyright 2001, General Physics Corporation Instructor Guide

Informal Project Team Close-Out Meeting Course #1031-1: Project Management Tools and Techniques Module 5: Project Close-Out Informal Project Team Close-Out Meeting Brainstorm to identify what went right with the project. Brainstorm to identify what went wrong with the project. List ideas for improvements. List ideas for ensuring that what went right happens again. Recognize the accomplishments of individuals. Instructor Say Sometimes it’s advantageous to have an informal close-out meeting with your project team members. Brainstorm as to what went right with the project. Brainstorm as to what went wrong with the project. Request ideas for improvements. Request ideas for ensuring that what went right happens again. Transition Document the results of this meeting as lessons learned and be sure to include them in the final project report. Copyright 2001, General Physics Corporation Instructor Guide

Close-Out Meeting Agenda Course #1031-1: Project Management Tools and Techniques Module 5: Project Close-Out Close-Out Meeting Agenda Review project statement of work. Review actual deliverables and show how project met its measurable success indicators. Summarize what was done well. Identify areas for improvement. Request recommendations for improvement. Determine if any additional tasks are required to complete the project. Instructor Say This is a typical close-out meeting agenda: Review project statement of work. Review actual deliverables and show how project met its measurable success indicators. Summarize what was done well. Identify areas for improvement. Request recommendations to aid in improvement. Determine whether any additional tasks are required to complete the project. Documentation Implementation or production of project deliverables Copyright 2001, General Physics Corporation Instructor Guide

Close-Out Meeting Agenda (continued) Course #1031-1: Project Management Tools and Techniques Module 5: Project Close-Out Close-Out Meeting Agenda (continued) List additional tasks, responsible persons, and due date. Document lessons learned for the project notebook. Discuss the project notebook availability to appropriate personnel for future projects. Evaluate subcontractor performance. Instructor Say List additional tasks, responsible person, and due date. Document lessons learned for project notebook. Make project notebook available to appropriate personnel for future projects. Evaluate subcontractor performance. This meeting is also an excellent forum to recognize key contributors to the project’s success. Copyright 2001, General Physics Corporation Instructor Guide

Course #1031-1: Project Management Tools and Techniques Course #1031-1: Project Management Tools and Techniques Module 5: Project Close-Out Instructor Say Sharing lessons learned is probably one of the most important things to do to improve project success. Copyright 2001, General Physics Corporation Instructor Guide

Sharing Lessons Learned Course #1031-1: Project Management Tools and Techniques Module 5: Project Close-Out Sharing Lessons Learned Lessons Learned Database Categorized electronic project information database Continuous Improvement Recommendations Project Management Process Forms Standards Instructor Say In order to make lessons more readily accessible, some organizations store final project reports in an electronic data base. Another way to share lessons learned is to modify the project management process through the implementation of continuous improvement recommendations. Copyright 2001, General Physics Corporation Instructor Guide

Does anyone have any questions on any of the topics discussed? Course #1031-1: Project Management Tools and Techniques Module 5: Project Close-Out Instructor Say Congratulations! You’ve learned the skills along the Roadmap to Project Management Success. Does anyone have any questions on any of the topics discussed? Copyright 2001, General Physics Corporation Instructor Guide

Project Closure Analysis. When does a project end? Does it end when the software has been delivered to customer & acceptance-tested? Yes, Successful delivery might indeed mark the end of an individual project But not so for the organization that is in the business of executing projects. From a Organization point of view, lesson has to be learnt from past experience That is the success & failure should be analyzed so that future project has improvement in Quality & Productivity.

More on Performance Metrics Categories Performance measurements Targets Units of measurement Scope Amount of work accomplished Amount of work to be accomplished M, M2, M3, Tons, $ Time Completion dates Milestones, Deadline Day, Week, Month Money Cost, Cash flow Budget, Profit, Cash flow $, Net Present Value (NPV) Quality Quality achieved (Appearance, Durability, Strength, Suitability) Target quality level (Appearance, Durability, Strength, Suitability) Number of defects, Value of defects, Number of change orders Safety Actual accidents and injuries, delays and economic damages occurred Goaled accidents and injuries level Person, $, Day, Week, Month Productivity Actual productivity Planned productivity Work unit/worker/time

Monitor and Control Project Work Product, Result or Service CLOSE PROJECT OR PHASE Monitor and Control Project Work JUBILEE HOUSE PROJECT Product, Result or Service Outputs Final product, service or result Organizational Process Assets (updates) Inputs Project Management Plan Accepted deliverables Organizational Process Assets Transformation Expert Judgment 48 48

Project Closure and Review Deliverables FIGURE 14.1 14–49

Project Closeout Checklist 14–50

Wrap-up Closure Checklist TABLE 14.1 14–51

Creating the Final Report Executive Summary Project goals met/unmet Stakeholder satisfaction with project User reactions to quality of deliverables Analysis Project mission and objective Procedures and systems used Organization resources used Recommendations Technical improvements Corrective actions Lessons Learned Reminders Retrospectives Appendix Backup data Critical information 14–52

Sample Team Evaluation and Feedback Survey TABLE 14.2 14–53

The Top 10 Signs of IT Project Failure 10. Best practices and lessons learned are ignored 9. Project lacks people with appropriate skills 8. Sponsorship is lost 7. Users are resistant 6. Deadlines are unrealistic 5. Business needs change 4. Chosen technology changes 3. Project changes are poorly managed 2. Scope is ill-defined 1. Project managers don’t understand users’ needs Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall

บ่ายเริ่ม workshop การคิดโครงการ Project Idea การกลั่นกรองและเลือกโครงการ การจัดโครงสร้างและทีมโครงการ การเขียนกรอบแนวคิดโครงการ Log Frame เขียน Project Charter ข้อ 1 , 2 ทำร่วมกันทุกกลุ่ม ข้อ 3 , 5 ทำแยกกลุ่มและเริ่มมีการประชุมและจัดวาระการประชุม