第1章 軟件項(xiàng)目管理導(dǎo)論12011

SoftwareEngineeringandProjectManagementbackgroundnumberpercentage（%）Withoutprogrammingexperience.Non-computersciencemajorComputersciencemajorWithoutsoftwareprojectmanagementexperience.<2years2-5years>=5yearsWithsomesoftwareprojectmanagementexperience.<2years>=2yearsTotal100InformationGatheringTeachingMethodSoftwareEngineeringtheoriescombinewithcasestudies.課程介紹TeachingMethod項(xiàng)目組成員對(duì)項(xiàng)目管理的理解與項(xiàng)目經(jīng)理的理解同等重要課程介紹OurGoalsProgrammerDesignerProjectManager！ManagerofSoftwareDevelopmentR&DManagerVice-presidentresponsibleforR&D課程介紹WhowillbeaqualifiedPM?編程高手？發(fā)現(xiàn)問題、提出問題的人？能夠解決問題的人？敢于承擔(dān)責(zé)任能夠完整規(guī)劃項(xiàng)目能夠控制項(xiàng)目開發(fā)每個(gè)環(huán)節(jié)能夠協(xié)調(diào)客戶、市場(chǎng)、項(xiàng)目組成員面對(duì)問題堅(jiān)持不懈課程介紹ProjectManagementProcessManagementRequirementDesignCodingTestingRelease/ImplementPlanning√√√√√Organization/Communication√√√√√TaskManagement√√√√√HRManagement√√√√√ConfigurationManagement√√√√√Estimating&Metric√√√√√QualityManagement√√√√√RiskManagement√√√√√ChangeManagement√√√√√DocumentManagement√√√√√IntroductiontoSoftwareProjectManagementIntroductiontoSoftwareEngineering第一講IntroductiontoSoftwareEngineeringThestatistics–ChaosReportStandishGroup–1995365ITexecutivesinUScompaniesindiverseindustrysegments.8,380projectsaveragecostoverrun=189%averagetimeoverrun=222%.61%oforiginallyspecifiedfeaturesincluded

?OverbudgetHomeOfficeITprojectmillionsoverbudget-LisaKelly[12-01-2001]AHomeOfficeITprojectrunbyBullInformationSystemsisexpectedtoblowitsbudgetbymillionsofpoundsandishamperedbyarestrictivecontract,accordingtoaleakedreport.TheNationalAuditOfficereport,dueintheSpring,isexpectedtorevealdamningevidencethattheprojecttoimplementtwosystems-theNationalProbationServiceInformationSystemsStrategy,andtheCaseRecordandManagementSystem-fortheprobationservicewillcost￡118mbytheendoftheyear,70percentoveritsoriginalbudget.puting.co.uk/News/1116278Overbudget/OverscheduleNewairtrafficsystemalreadyobsoleteBySteveRanger[24-01-2002]-/News/1128597NationalAirTrafficServices(Nats)isalreadylookingatreplacingthesystemsatitsnewcontrolcentreatSwanwickinHampshire,eventhoughthesystemdoesn'tbecomeoperationaluntilnextweek.Nowrunningsixyearslateand￡180moverbudget,thesystemwillcontrol200,000squaremilesofairspaceoverEnglandandWales,lookingaftertwomillionflightsayear.Itwillfinallygoliveon27January.Butlong-termplannersarealreadylookingatreplacingthesystems.Natstoldthatitplanstodothingsverydifferentlynexttimeinabidtoavoiddelays.Swanwickwasoriginallymeanttobeoperationalby1997,butproblemswiththedevelopmentofsoftwarebyLockheedMartincauseddelays,accordingtoNats.…Airtrafficcontrolsystemcrashesagain

/News/1130791

[10-04-2002]DataIntegrity–HPLabsWehavejustfinishedastudythatshowshowuserinterfacedesignflawsallowusersonKazaatosharetheirpersonalfileswithouttheirknowledge.Inalaboratoryuserstudy,only2outof12subjectswereabletocorrectlydeterminethatKazaawassharingtheirentireharddrive.WelookedatthecurrentKazaanetworkanddiscoveredthatmanyusersaresharingpersonalinformationsuchasemailanddataforfinancialprogramssuchasMicrosoftMoney.ToseeifotherusersonKazaawereawareofthisandtakingadvantageofusersignorance,weranaKazaaclientfor24hourswithdummypersonalfiles.Duringthistime,filesnamed"Inbox.dbx"and"CreditCards.xls"wheredownloadedfromourclientbyseveraluniqueusers.Thetechreportcanbeaccessedhere:/shl/papers/kazaa/KazaaUsability.pdforfromourlabwebpageat/shl/

Source:NathanGood,InformationDynamicsLab,HPLaboratories,PaloAltoDataIntegrityCanadianaccountholdersinformationwasaccessible,AP,29May2002AdesignflawataFidelityInvestmentsonlineserviceaccessibleto300,000peopleallowedCanadianaccountholderstoviewothercustomers'accountactivity.TheproblemwasdiscoveredovertheweekendbyIanAllen,acomputerstudiesprofessoratAlgonquinCollegeinOttawa.Fidelitysaidithadfixedtheproblemandwasofferingcustomerstheoptionofchangingaccountnumbers./news/758979.asp

Safety-LondonAmbulanceDispatchingSystemThefullintroductionofthecomputersystemeffectivelydidawaywiththeradioandtelephonecallstostations,withthecomputerdispatchingcrewstoanswercalls.Butwithinhours,duringthemorningrush,itbecameobvioustocrewsandcontrolroomstaffthatcallsweregoingmissinginthesystem;ambulanceswerearrivinglateordoublinguponcalls.Distraughtemergencycallerswerealsoheldinaqueuingsystemwhichfailedtoputthemthroughforupto30minutes.ChrisHumphreys,Nupe'sdivisionalofficer,saidthatitwashardtoverifyhowmanypeoplemighthavediedbecauseofthedelaysbutitcouldbeasmanyas20.However,theambulanceservicecontradictedclaimsthatone14-year-oldboyhaddiedofanasthmaattachafterwaiting45minutes.Itsaidthatthecallwasdealtwithin28minutes-althoughthePatient'sCharterhasatargetof14minutes.Amanof83wasalsosaidtohavediedbeforetheservicerevertedtotheoldsystemat2p.m.onTuesday.Causes:assumedlocationofambulancesknown,memoryleak,operatorsleftoutFrom27/Risks/13.88.html#subj1.1HumanErrorEDBFellesdataASrunsthecomputerservicesofabouthalfofNorway'sbanks.OnThursday2Aug2001,theyapparentlyinstalledabout280disksintheirHitachistorage.Then,insteadofinitializingthenewdisks,they

initalizedalltheirdisks--therebywipingouttheentirewarehouse.EDBFellesdataitselfdeclinestomakeanystatementsinthecasependingfurthercontactwiththeircustomers,thebanks.Theyareconsideringlawsuits,butifoneoftheirownemployeesmadea"usererror",theymayhaveahardtimeofit.http://www.digitoday.no/dtno.nsf/pub/dd20010807092448_er_28707255(inNorwegian)ThreatstoHumanLifeVeryfamous(infamous)caseIn1986,twocancerpatientsattheEastTexasCancerCenterinTylerreceivedfatalradiationoverdosesfromtheTherac-25,acomputer-controlledradiation-therapymachine.Therewereseveralerrors,amongthemthefailureoftheprogrammertodetectaracecondition(i.e.,miscoordinationbetweenconcurrenttasks)./art/9512/sec6/art1.htmManymanymore-Seehttp://catless.ncl.ac.uk/RisksProgramming/testingError–Ariane5IttooktheEuropeanSpaceAgency10yearsand$7billiontoproduceAriane5,agiantrocketcapableofhurlingapairofthree-tonsatellitesintoorbitwitheachlaunchandintendedtogiveEuropeoverwhelmingsupremacyinthecommercialspacebusiness.

AllittooktoexplodethatrocketlessthanaminuteintoitsmaidenvoyagescatteringfieryrubbleacrossthemangroveswampsofFrenchGuiana,wasasmallcomputerprogramtryingtostuffa64-bitnumberintoa16-bitspace.

At39secondsafterlaunch,astherocketreachedanaltitudeoftwoandahalfmiles,aself-destructmechanismfinishedoffAriane5,alongwithitspayloadoffourexpensiveanduninsuredscientificsatellites.

Thisdisintegrationhadbegunaninstantbefore,whenthespacecraftswervedoffcourseunderthepressureofthethreepowerfulnozzlesinitsboostersandmainengine.Therocketwasmakinganabruptcoursecorrectionthatwasnotneeded,compensatingforawrongturnthathadnottakenplace.Ariane5continuedSteeringwascontrolledbytheon-boardcomputer,whichmistakenlythoughttherocketneededacoursechangebecauseofthenumbers,whichinfactwereanerrormessage,comingfromtheinertialguidancesystem.Theguidancesystemhadinfactshutdown36.7secondsafterlaunch,whentheguidancesystem'sowncomputertriedtoconvertonepieceofdata--thesidewaysvelocityoftherocket--froma64-bitformattoa16-bitformat=overflowerror.Whentheguidancesystemshutdown,itpassedcontroltoanidentical,redundantunit,whichwastheretoprovidebackupincaseofjustsuchafailure.Guesswhat-thesecondunit(havingthesamesoftware)failedtoo.Inanearlierdesigndecision,theprogrammershaddecidedthatthisparticularvelocityfigurewouldneverbelargeenoughtocausetrouble.Afterall,itneverhadbeenbefore.BUTAriane5wasafasterrocketthanAriane4.Oneextraabsurdity:thecalculationcontainingthebugactuallyservednopurposeoncetherocketwasintheair.Itsonlyfunctionwastoalignthesystembeforelaunch.Soitshouldhavebeenturnedoff.Whydoessoftwarefail(Charette1989)Terminatedforconvenience/non-performanceofcontract.Completedbutthesystemisnotdeployedasuserscannotorwillnotuseit.Completedbutthesystemdoesnotmeettheoriginallypromisedcost.Completedbutthesystemdoesnotmeettheoriginallypromisedschedule.Completedbutthesystemdoesnotmeettheoriginallypromisedquality.Completedbutthesystemdoesnotmeettheoriginallypromisedcapability.Completedbutthesystemcouldnotbeevolvedinacost-effectivemannerWhatmakessoftwarespecial?Themaindifferencesinsoftwareengineeringcomparedtootherengineeringdisciplinesarelisted[BSI,1995].Itisdifficultforacustomertospecifyrequirementscompletely.Itisdifficultforthesuppliertounderstandfullythecustomerneeds.Indefiningandunderstandingrequirements,especiallychangingrequirements,largequantitiesofinformationneedtobecommunicatedandassimilatedcontinuously.Softwareisseeminglyeasytochange.Softwareisprimarilyintangible;muchoftheprocessofcreatingsoftwareisalsointangible,involvingexperience,thoughtandimagination.Itisdifficulttotestsoftwareexhaustively

ASolution-SoftwareEngineering:Greateremphasisonsystematicdevelopment.Computerassistanceforsoftwaredevelopment(CASE)Aconcentrationonfindingouttheuser’srequirementsFormal/SemiFormalspecificationoftherequirementsofasystemDemonstrationofearlyversionofasystem(prototyping)GreateremphasesontryingtoensureerrorfreecodeSoftwareEngineeringDefinitions:SimpleDefinition:Designing,buildingandmaintaininglargesoftwaresystemsOthers:‘Softwareengineeringisconcernedwiththetheories,methodsandtoolsfordeveloping,managingandevolvingsoftwareproducts’I.Sommerville‘Thepracticalapplicationofscientificknowledgeinthedesignandconstructionofcomputerprogramsandtheassociateddocumentationrequiredtodevelop,operateandmaintainthem’B.W.Boehm‘Theestablishmentanduseofsoundengineeringprinciplesinordertoobtaineconomicallysoftwarethatisreliableandworksefficientlyonrealmachines’F.L.BauerWhatisSoftwareEngineering?Softwareengineeringisthesystematicapproachtothedevelopment,operation,maintenanceandretirementofsoftware.Theterm‘softwareengineering’isanacknowledgementofthechallengesassociatedwithlarge-scale,high-qualitysoftware.Cooperationbetweendevelopers,clientsandusersSizeandcomplexitySoftwaremustevolveovertimeAsoftwareengineermustusetheprincipleofcomputerscience,engineering,design,management,psychology,sociologyandotherdisciplieswherenecessarytodesignandmanagelargesoftwaresystemsWHATISSOFTWAREENGINEERING?TheIEEEComputerSocietydefinessoftwareengineeringas:(1)Theapplicationofasystematic,disciplined,quantifiableapproachtothedevelopment,operation,andmaintenanceofsoftware;thatis,theapplicationofengineeringtosoftware.(2)Thestudyofapproachesasin(1).SoftwareEngineeringIntroductiontoSoftwareEngineeringSoftwareEngineeringIntroductiontoSoftwareEngineeringSWEBOK定義的軟件工程知識(shí)域軟件需求SoftwareRequirements軟件設(shè)計(jì)SoftwareDesign軟件構(gòu)造SoftwareConstruction軟件測(cè)試SoftwareTesting軟件維護(hù)SoftwareMaintenance軟件配置管理SoftwareConfigurationManagement軟件工程管理SoftwareEngineeringManagement軟件工程過程SoftwareEngineeringProcess軟件工程工具和方法SoftwareEngineeringToolsandMethods軟件質(zhì)量SoftwareQualitySoftwareEngineeringIntroductiontoSoftwareEngineering軟件工程相關(guān)學(xué)科計(jì)算機(jī)工程ComputerEngineering計(jì)算機(jī)科學(xué)ComputerScience管理Management數(shù)學(xué)Mathematics項(xiàng)目管理ProjectManagement質(zhì)量管理QualityManagement軟件人類工程學(xué)SoftwareErgonomics系統(tǒng)工程SystemEngineeringSoftwareEngineeringIntroductiontoSoftwareEngineeringSoftwareEngineeringIntroductiontoSoftwareEngineeringSoftwareEngineeringIntroductiontoSoftwareEngineering定義科學(xué)(物理科學(xué)):是一個(gè)理性的、按照一定方法理解自然的過程，其主要目標(biāo)是獲得一定的預(yù)測(cè)能力或解決問題的能力。工程：是利用自然規(guī)律創(chuàng)建至少能使一部分人受益的系統(tǒng)。決策：不可更改的資源分配。為一個(gè)工程系統(tǒng)如計(jì)算機(jī)或汽車選擇設(shè)計(jì)參數(shù)的過程就是分配資源。設(shè)計(jì)是一個(gè)決策的過程，選擇設(shè)計(jì)參數(shù)就是指定決策。系統(tǒng)工程：把工程設(shè)計(jì)視為決策指定過程的一門學(xué)科。EngineersusesciencetowardspracticalendsSoftwareEngineering=ComputerScience+EngineeringSoftwareEngineeringvsComputerScienceComputerScienceEngineeringSoftwareEngineeringSoftwareEngineering=

ComputerScience+EngineeringComputerScienceLanguagesAlgorithms/datastructuresMethodsofcomputationFormalmethodsSecurityDatabases/InformationStorageSoftwareparadigmsSoftwareEngineering=

ComputerScience+EngineeringEngineeringMethodologiesProcessesProfessionalismEconomics“Doingforadimewhatanyonecandoforadollar”TeamworkWorkingwithothersoftwareengineersWorkingwithotherengineers(electrical,mechanical,civil,…)WorkingwithmanagersWorkingwithclientsTraditionalSECSRivalrySoftwareEngineersseeComputerScientistsseeSoftwareEngineersasThepeoplewhobuildthesoftwareonwhichtheworldruns.Thepeopleresponsibleforalltheproblemswithtoday’ssoftware.ComputerScientistsasPeoplewhohaveniceideasaboutthingsthatwillneverwork.Peoplewhoseintellectwouldbewastedonactuallybuildinganything.ChallengesFocusonutilitiesScalabilityMaintainabilityAdaptabilityReusabilityQualityPortabilityEfficiencyUsabilityReliabilityTackledwithtechniquessuchasSeparationofconcernsPolicy/mechanismModularisationAbstractionPatterns&reuseTackledusingprocessessuchasReviewTestingDocumentationDefinitionofProjectoutofControl

軟件失控項(xiàng)目就是由于在創(chuàng)建系統(tǒng)所需軟件時(shí)遭遇到困難，從而導(dǎo)致大大超出可控制范圍的項(xiàng)目。

如果所用時(shí)間是預(yù)計(jì)時(shí)間的兩倍以上或費(fèi)用超出預(yù)算兩倍以上的項(xiàng)目為失控項(xiàng)目?！盾浖_發(fā)的滑鐵盧》

軟件失控項(xiàng)目是顯著未能實(shí)現(xiàn)目標(biāo)和（或）至少超出原定預(yù)算30%的項(xiàng)目。——KPMG1995ProjectManagementIntroductiontoSoftwareProjectManagementProjectoutofControl“野心過大”造成失敗，多數(shù)失控項(xiàng)目都是或曾經(jīng)是大型項(xiàng)目。多數(shù)失控項(xiàng)目失敗原因有多種?？赡苡?、也可能沒有起主導(dǎo)作用的原因，但總會(huì)有多個(gè)問題導(dǎo)致失敗。很多失敗項(xiàng)目在開發(fā)初期被人們贊譽(yù)為“有重大進(jìn)展”，與將要替換掉的系統(tǒng)相比，這些項(xiàng)目具有極大的優(yōu)勢(shì)。如果該項(xiàng)目不是被全面展開，人們似乎都看不到有失敗的可能。進(jìn)度超時(shí)（89%）比成本超額（62%）更為普遍。首先意識(shí)到項(xiàng)目失控的是項(xiàng)目團(tuán)隊(duì)（72%），只有19%的項(xiàng)目失控是由高層領(lǐng)導(dǎo)首先意識(shí)到的。55%的失控項(xiàng)目沒有實(shí)行過任何風(fēng)險(xiǎn)管理，而在38%實(shí)行了風(fēng)險(xiǎn)管理的項(xiàng)目中，50%在啟動(dòng)之后沒有使用風(fēng)險(xiǎn)發(fā)現(xiàn)（riskfinding）。技術(shù)越來越成為項(xiàng)目失控的原因，而且勢(shì)頭發(fā)展迅猛。ProjectManagementIntroductiontoSoftwareProjectManagementProjectManagementIntroductiontoSoftwareProjectManagementTheinvestigationinUSAandUKindicatedthatthefailureof~50%out-of-controlled-projectsareduetotechnicalproblems.Technologyisfundamentalityofsoftwareprojects.Projectmanagementistoensurethesuccessfulimplementationofpropertechnicaldesign.TechnicalProblemsNewTechnicalSolutionsSystemStructureDesignPerformanceIntroductiontoSoftwareProjectManagementProjectManagement

坦率地說，微軟所面臨的挑戰(zhàn)之一是它的很多員工還沒有遭遇過多少次失敗。很多人從未遇到過失敗的項(xiàng)目。結(jié)果是，人們把成功視為理所當(dāng)然的事，這是很危險(xiǎn)的……人們?cè)庥鍪r(shí)，將被迫發(fā)揮出創(chuàng)造性，不分晝夜地深入探索并苦思冥想。每個(gè)公司都需要有過這種經(jīng)歷的人?！葼?蓋茨“犯錯(cuò)的重要性”，《美國(guó)航空雜志》

項(xiàng)目團(tuán)隊(duì)必須滿足“一定會(huì)完成項(xiàng)目”的最低層次需求，接著再來考慮有關(guān)時(shí)間和預(yù)算目標(biāo)百分之十上下的問題?！段④涰?xiàng)目求生法則》MicrosoftIntroductiontoSoftwareProjectManagementProjectManagementSuggestionIntroductiontoSoftwareProjectManagementProjectManagement

Managementisabudgetitemforsystemdevelopment.Selectordesignyourownmanagementpatternandfinancialplanaccordingtoyourstatusquo.ClassicMistakesPeople挫傷積極性人員素質(zhì)低對(duì)有問題的員工失控英雄主義項(xiàng)目后期加入人員辦公環(huán)境擁擠嘈雜開發(fā)人員與客戶發(fā)生摩擦不現(xiàn)實(shí)的預(yù)期缺乏有效的項(xiàng)目支持（高層）缺乏各種角色的齊心協(xié)力缺乏用戶介入政治高于物質(zhì)充滿想象IntroductiontoSoftwareProjectManagementClassicMistakesProcess過于樂觀的計(jì)劃缺乏足夠的風(fēng)險(xiǎn)管理承包人導(dǎo)致的失敗缺乏計(jì)劃在壓力下放棄計(jì)劃在模糊的項(xiàng)目前期浪費(fèi)時(shí)間前期活動(dòng)不合要求設(shè)計(jì)低劣缺少質(zhì)量保證措施缺少管理控制太早或過于頻繁集成項(xiàng)目估算時(shí)遺漏必要的任務(wù)追趕計(jì)劃鹵莽編碼IntroductiontoSoftwareProjectManagementClassicMistakesProduct需求鍍金功能蔓延開發(fā)人員鍍金又推又拉的交易研究導(dǎo)向的開發(fā)IntroductiontoSoftwareProjectManagementClassicMistakesTechnology銀彈綜合癥過高估計(jì)了新技術(shù)或方法帶來的節(jié)省量項(xiàng)目中間切換工具缺乏自動(dòng)的源代碼控制手段IntroductiontoSoftwareProjectManagement軟件項(xiàng)目管理軟件項(xiàng)目管理是對(duì)整個(gè)軟件項(xiàng)目生命周期實(shí)施的項(xiàng)目管理。項(xiàng)目管理的發(fā)展-1(2)

1917年亨利.甘特發(fā)明了著名的甘特圖1957年杜邦公司將關(guān)鍵路徑法(CPM)應(yīng)用于設(shè)備維修，使維修停工時(shí)間由125小時(shí)銳減為7小時(shí)。1958年在北極星導(dǎo)彈設(shè)置中，應(yīng)用計(jì)劃評(píng)審技術(shù)(PERT)將項(xiàng)目任務(wù)之間的關(guān)系模型化，將設(shè)計(jì)完成時(shí)間縮短了兩年。20世紀(jì)60年代初華羅庚教授將稱為“統(tǒng)籌方法”的技術(shù)現(xiàn)在通常稱為網(wǎng)絡(luò)計(jì)劃技術(shù)在中國(guó)普及推廣20世紀(jì)60年代項(xiàng)目管理的應(yīng)用范圍也還只局限于建筑，國(guó)防和航天等少數(shù)領(lǐng)域如美國(guó)的阿波羅登月項(xiàng)目項(xiàng)目管理的發(fā)展-2(2)1976年P(guān)MI在蒙特利爾會(huì)議上開始制定項(xiàng)目管理的標(biāo)準(zhǔn)，形成了項(xiàng)目管理職業(yè)雛形。1984年美國(guó)項(xiàng)目管理協(xié)會(huì)推出項(xiàng)目管理知識(shí)體系(PMBOK)和基于PMBOK的項(xiàng)目管理專業(yè)證書(PMP)兩項(xiàng)創(chuàng)新中國(guó)項(xiàng)目管理的里程碑工作是華羅庚教授和錢學(xué)森教授分別倡導(dǎo)的統(tǒng)籌法和系統(tǒng)工程1980年項(xiàng)目管理作為世行項(xiàng)目運(yùn)作的基本管理模式開始被引入并應(yīng)用于中國(guó)1991年6月我國(guó)正式成立中國(guó)項(xiàng)目管理研究委員會(huì)什么是項(xiàng)目-1(2)

項(xiàng)目就是在既定資源和要求的約束下，為了創(chuàng)造某一獨(dú)特的產(chǎn)品或服務(wù)，由個(gè)人或者組織機(jī)構(gòu)所作的一次性工作任務(wù)。該任務(wù)是由一組有起止時(shí)間的，相互協(xié)調(diào)的受控活動(dòng)所組成的特定過程。項(xiàng)目具有以下基本特征：明確的目標(biāo)獨(dú)特性臨時(shí)性制約性需要進(jìn)行計(jì)劃，執(zhí)行和控制等不確定性特定的委托人結(jié)果的不可逆性其結(jié)果可能是一種期望的產(chǎn)品，也可能是一種所希望得到的服務(wù)該產(chǎn)品或服務(wù)與所有其他產(chǎn)品或服務(wù)的某些方面有顯著不同，即每一個(gè)項(xiàng)目都是唯一的。每一個(gè)項(xiàng)目都有明確的開始和明確的結(jié)束。受制于有限的資源。在項(xiàng)目的具體實(shí)施中，外部和內(nèi)部因素總是會(huì)發(fā)生一些變化，因此項(xiàng)目也會(huì)出現(xiàn)不確定性。它既是項(xiàng)目結(jié)果的需求者，也是項(xiàng)目實(shí)施的資金提供者不論結(jié)果如何，項(xiàng)目結(jié)束了，結(jié)果也就確定了。什么是項(xiàng)目-2(2)各種層次的組織都可以承擔(dān)項(xiàng)目工作。典型的項(xiàng)目有：建造大樓，工廠或水庫(kù)；舉辦各種類型的活動(dòng)，如會(huì)議，晚宴，慶典等；建立新企業(yè)，開發(fā)新產(chǎn)品等；演出，拍攝影視??；規(guī)劃實(shí)施某些活動(dòng)；解決某個(gè)研究課題，開發(fā)軟件由此可知，軟件項(xiàng)目只是項(xiàng)目中的一種

什么是項(xiàng)目管理-1(6)項(xiàng)目管理包括對(duì)項(xiàng)目各方面的策劃，組織，監(jiān)測(cè)和控制等連續(xù)過程的活動(dòng)，以達(dá)到項(xiàng)目目標(biāo)。美國(guó)項(xiàng)目管理學(xué)會(huì)在《項(xiàng)目管理知識(shí)指南》中對(duì)項(xiàng)目管理的定義是：“項(xiàng)目管理就是指把各種系統(tǒng)，方法和人員結(jié)合在一起，在規(guī)定的時(shí)間，預(yù)算和質(zhì)量目標(biāo)范圍內(nèi)完成項(xiàng)目的各項(xiàng)工作，有效的項(xiàng)目管理是指在規(guī)定用來實(shí)現(xiàn)具體目標(biāo)和指標(biāo)的時(shí)間內(nèi)，對(duì)組織機(jī)構(gòu)資源進(jìn)行計(jì)劃，引導(dǎo)和控制工作”PMBOK定義了項(xiàng)目管理知識(shí)體系的9個(gè)知識(shí)域項(xiàng)目范圍管理ProjectScopeManagement項(xiàng)目時(shí)間管理ProjectTimeManagement項(xiàng)目成本管理ProjectCostManagement項(xiàng)目質(zhì)量管理ProjectQualityManagement項(xiàng)目人力資源管理ProjectHumanResourceManagement項(xiàng)目溝通管理ProjectCommunicationsManagement項(xiàng)目風(fēng)險(xiǎn)管理ProjectRiskManagement項(xiàng)目合同管理ProjectProcurementManagement項(xiàng)目綜合管理ProjectIntegrationManagementProjectManagement1.ProjectIntegrationManagement2.ProjectScopeManagement3.ProjectTimeManagement4.ProjectCostManagement5.ProjectQualityManagement6.ProjectHumanResourceManagement7.ProjectCommunicationsManagement8.ProjectRiskManagement9.ProjectProcurementManagementIntroductiontoSoftwareProjectManagementManagementMaturityScopeManagementQualityManagementTimeManagementCostManagementHumanResourceManagementContractor/ProcurementManagementCommunicationsManagementIntegrationManagementRiskManagementBaselineBuildingaTeamBuildingaProjectBuildingSuccessIntroductiontoSoftwareProjectManagement什么是項(xiàng)目管理-2(6)項(xiàng)目范圍管理為了實(shí)現(xiàn)項(xiàng)目的目標(biāo)而對(duì)項(xiàng)目的工作內(nèi)容進(jìn)行控制的管理過程。這里的范圍概念包含兩個(gè)方面:一個(gè)是產(chǎn)品范圍，即產(chǎn)品或服務(wù)所包含的特征或功能；另一個(gè)是項(xiàng)目范圍，即為交付具有特征和功能的產(chǎn)品或服務(wù)所必須完成的工作項(xiàng)目范圍管理包括：項(xiàng)目啟動(dòng)，范圍定義，范圍確認(rèn)，范圍變更控制等。項(xiàng)目時(shí)間管理為確保項(xiàng)目最終按時(shí)完成而實(shí)施的一系列管理過程。包括具體活動(dòng)定義，活動(dòng)順序安排，時(shí)間估計(jì)，進(jìn)度安排及進(jìn)度控制等工作合理的安排項(xiàng)目時(shí)間項(xiàng)目管理中的一項(xiàng)關(guān)鍵任務(wù)。什么是項(xiàng)目管理-3(6)項(xiàng)目成本管理為了保證完成項(xiàng)目的實(shí)際成本和費(fèi)用不超過預(yù)算成本和費(fèi)用而實(shí)施的一系列管理過程。包括：資源計(jì)劃編制，成本估算，成本預(yù)算，成本控制，資本預(yù)算以及基本財(cái)務(wù)結(jié)算等工作。項(xiàng)目質(zhì)量管理為了確保項(xiàng)目達(dá)到客戶所規(guī)定的質(zhì)量要求而實(shí)施的一系列管理過程。它包括質(zhì)量計(jì)劃編制，質(zhì)量保證和質(zhì)量控制等工作人力資源管理

為了保證所有項(xiàng)目關(guān)系人的能力和積極性都得到最有效地發(fā)揮和利用而實(shí)施的一系列管理措施。包括：組織規(guī)劃，崗位設(shè)置，團(tuán)隊(duì)建設(shè)，人員選聘等，并著重于對(duì)組內(nèi)人員的管理，包括沖突的處理，對(duì)職員工作動(dòng)力的促進(jìn)，高效率的組織結(jié)構(gòu)規(guī)劃，團(tuán)隊(duì)工作和團(tuán)隊(duì)形成以及人際關(guān)系技巧等工作。項(xiàng)目中，人對(duì)項(xiàng)目的成敗起著至關(guān)重要的作用什么是項(xiàng)目管理-4(6)項(xiàng)目溝通管理為了確保項(xiàng)目信息的合理收集和傳輸而實(shí)施的一系列措施。包括通計(jì)劃編制，信息分發(fā)，績(jī)效報(bào)告和管理收尾工作。項(xiàng)目經(jīng)理最重要的工作之一就是溝通。項(xiàng)目溝通管理是人，意見和信息之間的關(guān)鍵紐帶，是成功所必須的。參與項(xiàng)目的每一個(gè)人都必須做好以項(xiàng)目“語(yǔ)言”方式傳達(dá)和接收信息的準(zhǔn)備同時(shí)還要明白他們以個(gè)人身份涉及的信息將如何影響整個(gè)項(xiàng)目以下為主要過程的概述：信息計(jì)劃編制信息發(fā)布執(zhí)行情況匯報(bào)行政收尾

確定項(xiàng)目受益人的信息和溝通需求，如什么人需要什么信息，他們什么時(shí)候需要，以及如何將信息提供給他們等及時(shí)將所需的信息提供給項(xiàng)目受益人收集并發(fā)布執(zhí)行情況信息，包括現(xiàn)狀匯報(bào)，進(jìn)度測(cè)量和預(yù)測(cè)等。產(chǎn)生，收集和發(fā)布階段定型或項(xiàng)目完成的信息。什么是項(xiàng)目管理-5(6)項(xiàng)目風(fēng)險(xiǎn)管理預(yù)測(cè)在項(xiàng)目中可能出現(xiàn)的最嚴(yán)重的問題（傷害或損失），以及應(yīng)采取的必要措施。風(fēng)險(xiǎn)管理涉及項(xiàng)目可能遇到的各種不確定因素包括風(fēng)險(xiǎn)管理劃，風(fēng)險(xiǎn)識(shí)別，風(fēng)險(xiǎn)定型分析，風(fēng)險(xiǎn)應(yīng)對(duì)計(jì)劃編制，風(fēng)險(xiǎn)監(jiān)控等工作項(xiàng)目合同管理為了從項(xiàng)目實(shí)施組織之外獲得所需資源或服務(wù)而實(shí)施的一系列管理措施，包括采購(gòu)計(jì)劃編制，詢價(jià)計(jì)劃編制，詢價(jià)，供方選擇，合同管理，合同收尾等工作。采購(gòu)直接影響項(xiàng)目的成本和利潤(rùn)項(xiàng)目管理人員應(yīng)掌握較強(qiáng)的合同管理技巧，如應(yīng)能理解定價(jià)合同相對(duì)于“成本附加”合同所隱含的風(fēng)險(xiǎn)；還應(yīng)了解簽約中關(guān)鍵的法律原則等什么是項(xiàng)目管理-6(6)項(xiàng)目綜合管理為確保項(xiàng)目各項(xiàng)工作能夠有機(jī)地協(xié)調(diào)和配合而實(shí)施的綜合性合同全局性的項(xiàng)目管理工作和過程，包括項(xiàng)目計(jì)劃編制，項(xiàng)目計(jì)劃實(shí)施，綜合變更控制等工作。項(xiàng)目綜合管理的關(guān)鍵是在相互沖突的目標(biāo)或可選擇的目標(biāo)中權(quán)衡得失，制定決策。項(xiàng)目管理環(huán)境項(xiàng)目和項(xiàng)目管理是在一個(gè)遠(yuǎn)遠(yuǎn)大于項(xiàng)目本身的環(huán)境中執(zhí)行的，這個(gè)環(huán)境是項(xiàng)目成功的必要條件而非充分條件。主要包括以下幾個(gè)方面項(xiàng)目階段和項(xiàng)目生命周期項(xiàng)目干系人組織的影響通用管理技能社會(huì)，經(jīng)濟(jì)和環(huán)境的影響組織在執(zhí)行項(xiàng)目時(shí)通常會(huì)將項(xiàng)目分解為幾個(gè)項(xiàng)目階段，以便更好的管理和控制指那些積極參與項(xiàng)目工作的個(gè)體或組織，或者是那些利益會(huì)受到項(xiàng)目的執(zhí)行或項(xiàng)目成功影響的個(gè)體或組織。項(xiàng)目通常是某個(gè)組織的組成部分，組織在項(xiàng)目管理系統(tǒng)，文化，財(cái)務(wù)，組織結(jié)構(gòu)等各方面的成熟度都會(huì)對(duì)項(xiàng)目產(chǎn)生影響通常管理涉及一個(gè)組織在管理中各個(gè)方面的問題，如財(cái)務(wù)，市場(chǎng)，銷售，研發(fā)，戰(zhàn)略，組織，自我管理等幾乎所有項(xiàng)目都在一定的社會(huì)，經(jīng)濟(jì)和環(huán)境下進(jìn)行計(jì)劃和實(shí)施的，項(xiàng)目管理團(tuán)隊(duì)必須了解社會(huì)經(jīng)濟(jì)的現(xiàn)狀和發(fā)展趨勢(shì)。SoftwareProjectGeneralProductSystemSoftwareDevelopmentPlatformsCommercialSoftwareEmbeddedSoftware