ModuleIIProjectPlan

2.1Theplanningphase設(shè)計(jì)階段

2.2Takinganoverview項(xiàng)目概述

2.2.1Theprojectlife-cycle項(xiàng)目的生命周期

2.2.2Theclassicsix-stageprojectmanagementmodel經(jīng)典六步法

2.3WheredoIstart?從何開始？

2.3.1Initiatingproject啟動(dòng)項(xiàng)目

2.3.2Theprojectplan規(guī)劃項(xiàng)目

2.3.3Usingalogicdiagramtoidentifykeystages確定關(guān)鍵步驟的邏輯模式

2.4Identifyingdeliverables交付成果的確A

2.5Mappingtasksandactivities任務(wù)規(guī)劃

2.5.1Introductionofmapping簡(jiǎn)介

2.5.2Workbreakdown工作分解

2.5.3Teamstructureandresponsibilities協(xié)作團(tuán)隊(duì)的結(jié)構(gòu)和責(zé)任

2.6Scheduling日程安排

2.6.1Introductionofscheduling時(shí)間安排簡(jiǎn)介

2.6.2Ganttchart甘特圖

2.6.3Identifyingthecriticalpath確定關(guān)維路徑

2.7Estimatingcosts,revenuesandintangiblebenefits花費(fèi)、收入和無形效益

2.7.1Introductionofestimating簡(jiǎn)介

2.7.2Revenues收入

2.7.3Staffcosts人工費(fèi)

2.7.4Equipmentcosts設(shè)備費(fèi)

2.7.5Materialscosts材料費(fèi)

2.8Drawinguptheimplementationplan制定執(zhí)行計(jì)劃

2.9Summaryofplanningaproject項(xiàng)目設(shè)計(jì)提要

[TheOpenUniversity,2009,http://openlearn.open.ac.uk/course/view.php?id=3358&topic=all]

LearningOutcomes:

Attheendofthisunityoushouldbeableto:

?developplanswithrelevantpeopletoachievetheproject'sgoals;

?breakworkdownintotasksanddeterminehandoverprocedures;

?identifylinksanddependencies,andscheduletoachievedeliverables;

?estimateandcostthehumanandphysicalresourcesrequired,andmakeplans

toobtainthenecessaryresources;

?allocateroleswithclearlinesofresponsibilityandaccountability;

?allocatetasksthatarerealisticandequitableandaccommodateotherwork

loads;

?establishappropriateandagreedmeetingschedules,aswellasreporting,

controlandcommunicationmethods.

Thisunitwillhelpyoutodevelopthesk川srequiredwhenplanningaproject.Youwill

examinethevariouscomponentsofaprojectplan,andbeintroducedtoanumberof

toolsandtechniquestoaidplanning.

2.1Theplanningphase

Oncetheprojectbriefhasbeenagreedbytheprojectsponsorsandapprovedbythe

mainstakeholders,youcanmoveintothedetailedplanningphase.Theprojectplan

canbecomeaworkingtoolthathelpstokeeptheprojectteamfocusedonthe

project'stasksandactivitiesandpointsthemtowardscompletion.Itenables

managerstokeeptrackofresources,timeandprogresstowardsachieving

objectives.

Allprojectsaredifferentandtheplanningforeachwillbedifferent.Thedifficultywith

planningauniqueactivityisthatthereisnoprototypefromwhichtopredictallthe

workthatw川needtobedone,sotheplanmustevolveasworkproceeds.Reviewing

anysimilarprojectsthathavebeencompletedwithinthesameorganizationorina

similarsettingtoidentifylessonsthatcouldbeappliedinanewprojectcanbe

helpful.

Planningcanbeapproachedbyaskingaseriesofquestions:

?Whatactionsareneeded?

?Bywhenaretheseactionsneeded?

?Whoisgoingtodothem?

?Whatresourcesarerequired?

?Whatotherworkisnotgoingtobedone?

?Howshallweknowifitisworking?

Discussingtheissuestoproduceajointplanwiththeteamusuallycreatesasenseof

commitmentthatcanbecrucialtotheproject'ssuccess.Identifyingwhoneedstobe

communicatedwithatthedifferentstagescanbeusefulhere.(Belowisadiscussion

andanexampleofacommunicationsmatrixtohelpyouwiththis.)

Thisunitexaminesthevariouscomponentsofaprojectplan,andintroducesa

numberoftoolsandtechniquestoaidplanning.

CaseStudy

Sally5questions

Who?Me!Whoelsecanhelp.(Jas?anyofLen'ssupervisors,SoftwareHouse?)

What?Decentinductionsystemwhateverthatmeans,(findout)

Where?HereatY-Call

When?Soonifit'sforMike-butnotspecced

Why?Reduceturnoverofstaff.TolookimpressiveforMike.

How?Don'tknow

Butthepresenttwopagechecklistshouldn'tbetoohardtoimproveupon!

Designstages

(1)Concept.概形成念Variousoptionsaregeneratedwhichw川providethedesign

necessarytosolvetheengineeringproblem.Theproposalsareatalowlevelof

detail,butaresufficientlywelldevelopedtobecostedusingaglobalestimating

approach.

(2)Feasibility.可行性分析Thefeasibilitycfthevarioussolutionoptionsare

consideredwithrespecttoanumberofcriteria,typicallyincludingthecosttodeliver

thesolution,theamountoftimethatwouldbeneededtodeliverthesolution,the

capabilityoftheimplementationteamtodeliverthesolution,whetherthesolutionis

congruentwiththetechnologystrategiesoftheproject'sparticipants,andwhat

environmentalimpactthesolutionwillhave,Thereare,ofcourse,manymorecriteria

thatmaybeusedtoassessthedesignsolutionsproposed.

Figure2.1.1Typicaldesignphasesforanengineeringproject

[N.J.Smith,1995]

(3)Outline.形成大綱Theconceptdesign,thatmayormaynothavebeenfurther

extendedduringthefeasibilitystages,isnowdevelopedtotheoutlinelevelofdetail.

Themajorworkpackagesaredefinedintermsofform,functionanddelight.This

mayincludeprocessdesign,spaceplanning,generalarrangementdrawings,system

architecture,etc.Adecisionwillbemadetoprogresstheoutlinedesigntothe

detaileddesignstage.

(4)Detail.確定細(xì)節(jié)Theoutlinedesignsolutionthathasbeenapprovedisnow

designedindetail.Theworkpackagesthatmakeuptheoverallsolutionarcbroken

Acommunicationsmatrixisawayofnotingwhoneedstobeconsultedandatwhat

stage.Itcanbeaformalchartorroughnotes,bjtitspurposeistohelpminimisethe

problemsthatarisewhenpeoplefeeltheyhavenotbeenconsulted.The

communicationsmatrixbelowshowsanexampleofacommunicationsmatrixfor

puttinganewbuildingunitintouse.

StagesOperationsAreaSiteMarketingEquipmentFittings

DirectorManagerManagerDirectorSuppliersSuppliers

InitialplanVVVVVV

AfterfirstVVJV

sitemeeting

OperationofVVJVV

unitagreed

On-siteworkVVJVJV

nearingend

StartJJJJ

operations

Activity2.1Searchforoff-the-shelfsoftware

Todevelopa3DmapofGuangzhoucityforthetrafficguideprojectyouand

yourteamshavetosearchforoff-the-shelfsoftware.

Nowdiscussandtrytosearchforoff-the-shelfsoftwaresuchasGoogle

SketchUp,Sketch,GoogleEarth3Dmap,Word,PowerPoint,etc.

2.2Takinganoverview項(xiàng)目概述

Theplanningprocessaimstodemonstratehowtheprojectoutcomeswillbe

achievedsuccessfullywithintherequiredtimescale,theagreedbudgetandthe

requiredquality.Aseachprojectisdifferent,thereareanumberofwaysoftakingan

overviewofaproject.Twooftheseare:

?theprojectlife-cycle,whichisausefulwayofunderstandingthedifferent

phasesofaprojectasitprogresses,and

?theclassicsix-stageprojectmanagementmodel,whichhelpsustoidentify

thekeystagesandtointegratethemthroughtheprocessesoftheproject.

2.2.1Theprojectlife-cycle項(xiàng)目的生命周期

Althoughallprojectsaredifferent,anyprojectcanbeconsideredtohavealife-cycle

consistingoffivephases(seethecommunicationsmatrix).Thephasesareusually

referredtocollectivelyasthelife-cycleofaprojectbecausetheyprovideanoverview

ofthelifeoftheprojectfromitsbeginningtoitsend.

Eachphaseismarkedbyacompletionwhichisoftenoneofthedeliveraolesofthe

project:

Phase1-projectdefinition-iscompletedbytheproductionoftheagreed

projectbrief.

Phase2-planning-iscompletedasaprojectplan,althoughthisremains

flexibleinmanywaysandisrevisedduringtheprogressoftheproject.

Phase3-implementation-leadstoanachievementoftheproject

outcomesandto

Phase4-closure-and

Phase5-evaluation.

Thesephasescanalsobeusedasevaluationpoints,sothataseachphaseis

completedareviewisheldtodeterminewhethertheprojectissucceedinginits

overallperformanceandwhetherkeydeliverablesarebeingachieved.Thereare

optionsatthesereviewstagestorevisetheplansandimproveperformanceoreven

todiscontinuetheproject.

Aseachprojectisdifferent,soeachlife-cyclevariesalso.Reallifeismorechaoticthan

thesimplemodelshowninthecommunicationsmatrixwouldsuggest,butitcanbe

usedtoprovideastructurethathelpstoreducethechaosbyputtingsomeboundaries

arounddifferentstagesoftheproject.

Figurethelife-cycleofaproject

AlthoughFigureislinear,thephasesofaprojectareofteniterativeinpractice,

withrefiningandmodificationtakingplacethroughoutthelifeoftheproject.Projects

canoftenchangeastheyprogress.Thisisparticularlysoinserviceorganizations

suchashealthoreducationalservices,whereprojectsareusuallydefinedbyneeds

andproblemsratherthanbytangibleoutputssuchasfactoriesorcars.Projectsoften

takeplaceinrapidly-changingcontextsandtheimpactofthechangingenvironment

onthelife-cycleofaprojecthastobemanaged.Flexibilityisoneofthekeysto

successfulprojectmanagement.

2.2.2Theclassicsix-stageprojectmanagementmodel經(jīng)典六步法

Thismodelalsoconsistsofstages,but,unlikethesequentialflowoftheproject

life-cycle,thesix-stagemodelassumesthatsomestagesarecarriedout

simultaneously.Inparticular,themodel(Figure)assumesthat

communicationswilltakeplacethroughouttheproject.Italsoassumesthatteam

building,leadingandmotivationw川takeplaceoncetheprojecthasbeendefined

andcontinueuntilitends.

5Communication?Notesandreport,Presentations

2Plans4Controls6Review

1Define,Workbreakdown,Costcontrolandexit

?Meeting,Teamandauthority,Schedule-control?Project

notes,Effortandduration,ProgressAreview

?Teamsof,Schedulemeetingsv

reference,Resourcesl-,Replan

,Budget

?Riskanalysis

\7

3Teambuilding,leadingandmotivation

㈡,Howtobuildateam

,Leadershipactivitiesandqualities

、______7

,WhatmIotivatesothersy

FigureClassicsix-phaseprojectmanagementmodel

Thesixphasesare:

Define:Theprojectisdiscussedfullywithallthestakeholdersandthekeyobjectives

areidentified.Thecostsandtimescalesarealsoestablishedatthisstageandthere

isoftenafeasibilitystudyaswell.Thisstageiscompletewhentheprojectbriefhas

beenwrittenandagreed.

Plan:Aninitialplanisdeveloped.Planningisanongoingactivitybecausetheplanis

thebasisforreviewsandrevisionwhennecessary,dependingonhowtheproject

progresses.

Team:Theteammembersareusuallyinvolvedindevelopingtheplanandareoften

abletocontributespecialistknowledgeandexpertise.Thebuildingofthisteamand

itsmotivationandleadershipalsocontinueuntiltheprojectisfinished.

Communications:shouldtakeplacecontinuously,bothwithintheprojectteamand

betweentheprojectteamandstakeholdersintheproject,includinganyonewho

contributestoachievementoftheoutcomes.Somecommunicationswillbethrough

formalreportingproceduresbutmanywillbeinformal.

Control:Implementationtakesplaceduringthecontrolstage(stage4inthemodel).

Duringthisstage,thetasksandactivitiesoftheteamwillbemonitoredagainstthe

plantoassesstheactualprogressoftheprojectagainsttheplannedprogress.

Controlisessentialtoensurethattheobjectivesaremetwithinthescheduled

timescales,budgetedcostsandquality.Regularreviewsareusuallyheldtoenable

theplantoberevisedandforanydifficultiesthatemergetoberesolved.

Reviewandexit:Thereviewisheldtoevaluatewhetheralltheintendedoutcomes

oftheprojecthavebeenmet.Itisalsoimportantbecauseitenablesinformationtobe

gatheredabouttheprocessesusedincarryingouttheprojectfromwhichlessons

canbelearnedforthefuture.Theexitfromtheprojecthastobemanagedtoensure

that:

?anyoutstandingtasksarecompleted;

?allactivitiesthatwereassociatedwiththeprojectarediscontinued;

?allresourcesareaccountedfor,includinganythatremainattheendand

havetobetransferredorsoldtosomeoneelse.

Manyprojectsevolvethroughaseriesofloopsofplanning,acting,reviewingand

replanning.Itisimportanttothinkofplanningasacontinuousactivityratherthan

somethingthatcanbecompletedonceandusedwithoutchangeforthedurationof

theproject.Expectchangeandallowscopetochangeormodifytheplan.

2.3WheredoIstart?

2.3.1InitiatingProject啟動(dòng)項(xiàng)目

TheInitiatingProcessesiscommittingtheorganizationtobeginaprojectoraphase

ofaproject

-Decision,決斷

-Initiation,初始化（如新建文件目錄等）

-High-levelplanning,詳細(xì)計(jì)劃

-CharterMaking,獲得許可證

-TeamDevelopment創(chuàng)建項(xiàng)目團(tuán)隊(duì)

Theplanningstageofaprojectusuallytakesplacebeforetheactivitiesstart,butnot

always.Inanycase,planningalwayscontinuesduringtheimplementationofa

projectbecausethereisalwaysaneedtochangesomeaspectsandtoreviseplans.

Thoseprocessesperlormedtodefineanewprojectoranewphaseofanexisting

projectbyobtainingauthorizationtostarttheprojectorphase.Withintheinitiating

processes,theinitialscopeisdefinedandinitialfinancialresourcesarecommitted.

Internalandexternalstakeholderswhowillinteractandinfluencetheoveralloutcome

oftheprojectareidentified.Ifnotalreadyassigned,theprojectmanagerwillbe

selected.ThisinformationiscapturedintheProjectCharterandStakeholder

Register.WhentheProjectCharterisapproved,theprojectbecomesofficially

authorized.AlthoughtheprojectmanagementteammayhelpwritetheProject

Charier,approvalandfundingarehandledexternallotheprojectboundaries.

DevelopProjectCharteristheprocessofdevelopingadocumentthatformally

authorizesaprojectoraphaseanddocumentinginitialrequirementsthatsatisfythe

stakeholder'sneedsandexpectations.Thecharterlinkstheprojecttotheongoing

workoftheorganizationandauthorizestheproject.Projectsarecharteredand

authorizedexternaltotheprojectbytheorganization,aprogramorportfolio

managementbody.Inmulti-phaseprojects,thisprocessisusedtovalidateorrefine

thedecisionsmadeduringthepreviousiterationofDevelopProjectCharter.

InputsOutputs

11.Projectcharter

1.Projectstatementofwork

2.Businesscase

3.Contract

4.Enterpriseenvironmental

factors

5.Organizationalprocess

assets

[FredBrooks,1995]3.3.1

Theteamdevelopment項(xiàng)目團(tuán)隊(duì)isenhancingstakeholderstocontributealongwith

maintainingtheprojectteam'sfunctionality:

-Personaldevelopmentisthefoundation

-Teammembersoftenbalanceresponsibilitiestoafunctionalmanagerand

projectmanager

-Criticaltosuccessofproject

CaseStudy：Acomparisonchart對(duì)比圖

Theonly'essentials'inthisarethethreecriteriaofquality,costandtime-scale

againstwhichsubjectivejudgmentsaremade.Inthiscasestudyvarious

elementsofeachapproachareconsideredagainstthesethreecriteria,butboth

theformatandthemethodcouldhavebeendifferent.

Thecomparisonchartbelowcoversaprojecttodevelopaninduction

programmefornewstaffinacallcentre.Itshowshowdifferentideasareput

forwardforhowtheinductionmightbeundertaken.Thisshowsthattheremight

bedifferentwaysthatacompanycoulddevelopaninductionprogramme,and

therewouldbedifferentimplicationsintermsoftimescales,thequalityiinterms

ofhowdifferentapproacheswouldseemtonewemployees)andfinallyinterms

ofdifferentcosts.

AssessagainstAssessforAssessagainst

SystemelementPROJECTQUALITYofPROJECT

TIMESCALESYSTEMCOST

Fullon-screen&Notvitaltostaff

integrationCantdoin2monthsretention-mayInexcessof￡22K

worsenit

(impersonal)

Someon-screenOfftheshelfshowsanearly

training-basicskillssoftwareok&useininterestininvestin。Under￡5000total

trainingroominthem

Welcomebyaprojectcostok-but

directoroksupportsretentiontimecommitment

required

Setsupervisorfor

inductionoksuDDortsretentionnominalcosttodo

Buddysystemfirst

dayoksupportsretentionnominalcosttodo

Meetcolleaguesoknecessarynominalcosttodo

Meetmanagersoksupportsretentionnominalcosttodo

￡2.50perstaff

Viewthevideooknecessary

member

showscontinuinq

Spreadoversixoknominalcosttodo

interest

weeks

Activity2.2Acomparisonchart

Todevelopa3DmapofGuangzhoucityforthetrafficguideprojectyouand

yourteamshavetoconsidervariouselementsagainstthreecriteriaof

quality,costandtime-scaleagainstwhichsubjectivejudgmentsaremade.

AssessagainstAssessforQualityAssessagainst

Systemelement

ProjectTimescaleofSystemProjectCost

Metalplate

Paperwithpictureframe

TrueColorImage

5ColorsImage

3Dmap

Satisfytravelers

Satisfypedestrians

Satisfybuscompany

Satisfythegovernment

2.3.2Theprojectplan規(guī)劃項(xiàng)目

Althoughtherearemanyapproachestoplanningaproject,therearesevenelements

thatarenormallyincludedinaprojectplan:

?aworkbreakdownstructuretoshowseparatetasksandactivities;

?theteamstructureandresponsibilitiesofkeypeople;

?anestimateofeffortanddurationforeachtask;

?ascheduletoshowthesequenceandtimingofactivities;

?detailsofresourcestobeallocatedtoeachtask;

?detailsofthebudgettobeallocatedtoeachcostidentified;

?contingencyplanstodealwithrisksidentified.應(yīng)急計(jì)劃

Thewaysinwhichplanningcanbeapproachedusuallyfallinoneofthefollowing:

?bottom-up-identifyallthesmalltasksthatneedtobedoneandthen

groupthemintolarger,moremanageableblocksofwork;

?top-down-startbymappingoutthemajorblocksofworkthatwillneedto

becarriedoutandthenbreakthemdownintotheirconstituenttasks;

?workbackwardsfromthecompletiondateifthatisagivenpointintime,for

example,1January,andthenfillintheintermediatestagesthatwillenable

youtogetthere.

Eachoftheseapproacheshasadvantagesanddisadvantagesandyouwillneedto

choosetheonethatbestfitsyourcircumstances.Ideally,youshouldthenuseoneof

theotherapproachestocheckthatnothinghasbeenmissedout.Itisimportantto

recordyourthinkingandtokeepanydiagramsorchartsproducedasthesewillhelp

toprovidedetailintheinitialplan.

Example：Aprojectmanager'sview

Somepeoplethinkthatallthatisrequiredinplanningaprojectistomakealistof

tasks,classifythemunderheadings,calltheprojectteamtogetherandaskthemto

doparticularjobs-andthenworktowardsthedeadline.Basedonmyexperience,

thiswillnotwork.Dependingonthecomplexityoftheproject,highrisksand

cross-functionalactivities,thiscouldveryquicklyleadtofire-fightingratherthan

managingtheproject.

Projectplanningisaboutaddressingthefundamentalquestions:whatneedsto

happenandwhen?Itistheprocessbywhichtheactivitiesinaprojectaredefined,

theirlogicalsequencedeterminedandtheeffortrequiredintermsoftime,costand

qualityisestimated.Aprojectplanhastwomainpurposes:

?itunderpinsthe'businesscase*(businessapprovaltoproceedwiththe

implementationoftheproject,includingafullinvestmentappraisal);

?itprovidesaroutemapdefiningandcommunicatinghowtheprojectwill

movefromstarttofinish.

Fortheprojectmanager,theprojectplanisthemostimportanttoolformonitoring

andcontrol.Mostprojectplanningtoolsandtechniqueshavebeenaroundforalong

timeandhaveprovedthemselvestobeuseful,enablingtheprojectmanagerto

deliverhisprojectstotime,costandquality.IndiscussionsIhavehadwithmany

projectmanagersfromacrosstheindustryIfoundthatwhereprojectplanningisnot

giventhepriorityitdeserves,projectmanagersfailedtodelivertheirprojectsina

timelymanner.

WhenIfirststartedtoprojectmanagerefurbishmentprojects,myplanningwas

basedonwhatIthoughtwasthebestwaytoplanthework.Someofmyprojects

werelatebecauseIunderestimatedtheresourcerequirements.Somewereover

budgetbecauseIdidnotcarryoutanimpactanalysiswhenthescopeoftheproject

changedandsometimesmyprojectdeliverablesdidnotcomplywiththespecification

becauseIdidnotdefineandmonitorthedeliverablesadequately.Anyproject

managerwhodoesnotproduceaplanwillsoonrunintounplannedactivities,which

incurunexpectedcosts.

Thereisalsotheopportunitytofilteroutprojectswithnegativereturnsatthispoint

thuseliminatingunproductiveprojectsandavoidingabortivework.However,youcan

onlymakethesesavingsifyoucarryoutcost-benefitanalysis.Forcingasystematic

projectplantobeproducedcaneliminatesomeofthemorefrivolousprojects.Iuse

theprojectplantocheckthattheprojectisrightforthebusinessandmeetsthe

statedrequirementsoftheprojectbrief.Agoodplancanalsoshowthattheproject

managertookeverypossibleprecautiontoensurethattheendresultwaspositive.

Thedownsideofplanningiscost.Ittakestimetoplanandifplanninggoesonfortoo

longitcandraintheprojectbudget.OnreflectionIbelievethatprojectplanningisa

value-addedactivity.

Readingmaterials:ConceptualIntegrity概念一致性

MostEuropeancathedralsshowdifferencesinplanorarchitecturalstylebetween

partsbuiltindifferentgenerationsbydifferentbuilders.Thelaterbuilderswere

temptedto"improve"uponthedesignsoftheearlierones,toreflectbothchangesin

fashionanddifferencesinindividualtaste.SothepeacefulNormantranseptabuts

andcontradictsthesoaringGothicnave,andtheresultproclaimsthepridefulnessof

thebuildersasmuchasthegloryofGod.

Againstthese,thearchitecturalunityofReimsstandsingloriouscontrast.Thejoy

thatstirsthebeholdercomesasmuchfromtheintegrityofthedesignasfromany

particularexcellences.Astheguidebooktells,thisintegritywasachievedbythe

self-abne-gationofeightgenerationsofbuilders,eachofwhomsacrificedsomeof

hisideassothatthewholemightbeofpuredesign.Theresultproclaimsnotonlythe

gloryofGod,butalsoHispowertosalvagefallenmenfromtheirpride.[Fred

Brooks,1995]

2.3.3Usingalogicdiagramtoidentifykeystages確定關(guān)鍵步驟

Touseabottom-upapproachtoplanning,theactivityscheduleisbestcompiledby

drawingonthecollectiveexperienceandknowledgeoftheprojectteamthatisgoing

tocarryoutthetasks.Groupingtheirideasintorelatedtaskswillremoveduplication

andyoucanthenstarttoidentifyactivitieswhichhavetoruninseriesandthosethat

couldrunconcurrently.Sometaskshavetobesequentialbecausetheyare

dependentononeanother:youcan'tputtheroofonahouseuntilyouhavewalls

strongenoughtotaketheweight.Othertaskscanrunconcurrentlyandtheoverall

planneedstomakethemostoftheseopportunities:themostsuccessfulproject

planstendtobethosethatoptimiseconcurrencybecausethisreducestheproject

lengthandintensifiestheuseofvaluableresources.

Fromtheclustersofactivitiesandtasks,youcanbegintoidentifykeystagesby

creatingalogicdiagram.Thisexercisecanbeapproachedbywritingthekeystages

oncardsorcolouredself-adhesivenotepads,sothatyoucanmovethenotesaround

andthenarrangethemonawhiteboardoralargesheetofpaper.Putcardslabelled

'start'and'finish'ontheboardfirstandthenarrangethekeystagesbetweenthemin

theappropriatesequence.Thendrawarrowstolinkthestagesinalogicalsequence.

Thearrowsindicatethateachstageisdependentonanotherandsometimesmore

thanone.

Example:Processesindevelopingadirectory

Atrainingagencythatprovidedworkplacementsforyoungpeopledecidedto

developadirectoryofservicesavailableforyoungadultsinthecommunity.Thekey

stagesidentifiedwere:

ASecurefunds落實(shí)資金GIdentifyprinter印刷確認(rèn)

BNegotiatewithotheragencies交涉HAgreeprintcontract印刷合同

CFormadvisorygroup咨詢IPrintdirectory印刷指南

DEstablishdatacollectionplan資料收集計(jì)劃JAgreedistributionplan確定分發(fā)計(jì)劃

ECollec