項(xiàng)目管理中期總結(jié)樣本

資料內(nèi)容僅供您學(xué)習(xí)參考，如有不當(dāng)或者侵權(quán)，請聯(lián)系改正或者刪除。第一章1.Whatisaproject?強(qiáng)調(diào)項(xiàng)目是已計(jì)劃的活動(dòng)。”Aspecificplanordesign”(一個(gè)特定的計(jì)劃或設(shè)計(jì))”Aplannedundertaking”(一個(gè)已計(jì)劃的任務(wù))”Alargeundertakinge.g.apublicworksscheme”(一項(xiàng)大型任務(wù),如公共事業(yè)方案)2.DifferencebetweenprojectandroutineProjectisone-offRoutineisrepeatedactivityProjectisobjectives-drivenRoutinehasemphasisonefficiencyandvalidityProjectiscompletedbyprojectmanagerandteamsRoutineisfunctionallinearmanagementProjecthasmuchchangemanagementRoutinehasdurativeconsistency3.software:theinterdependentpartincomputer,includeprogram,dataandcorrelativedocument.4.CharacteristicsofsoftwareprojectInvisibility不可見性Complexity復(fù)雜性Conformity一致性Flexibility靈活性5.Examplesofinformationsystemsandembeddedsystems不同之處在于前者的系統(tǒng)界面是與組織的接口,而后者的系統(tǒng)界面是與機(jī)器的接口。前者如庫存管理系統(tǒng),是一個(gè)組織管理訂購備料的信息系統(tǒng)。后者如嵌入式(或過程控制)系統(tǒng),能夠是一個(gè)在建筑物中控制空調(diào)設(shè)備的系統(tǒng)。有些可能兩者兼有。6．Stakeholders:Thesearepeoplewhohaveastakeorinterestintheproject.項(xiàng)目相關(guān)人員是指在項(xiàng)目中有利害關(guān)系的人。Ingeneral,theycouldbeusers/clientsordevelopers/implementers Theycouldbe:Withintheprojectteam項(xiàng)目組內(nèi)部人員Outsidetheprojectteam,butwithinthesameorganization在同一組織內(nèi)但在該項(xiàng)目組外的人Outsideboththeprojectteamandtheorganization在該項(xiàng)目組和該組織之外的人員7．ProjectManagementBodyOfKnowledge---PMBOKProjectIntegrationManagementProjectScopeManagementProjectTimeManagementProjectCostManagementProjectHumanResourceManagementProjectRiskManagementProjectQualityManagementProjectProcurementManagementProjectCommunicationManagement第二章1.Step0:選擇項(xiàng)目可行性研究表明這個(gè)項(xiàng)目是否值得進(jìn)行Step1:標(biāo)識(shí)項(xiàng)目的范圍和目的Identifyobjectivesandmeasuresofeffectiveness標(biāo)識(shí)目的以及有效性的度量方式Establishaprojectauthority確立項(xiàng)目的主管當(dāng)局Identifyallstakeholdersintheprojectandtheirinterests標(biāo)識(shí)項(xiàng)目所有相關(guān)人員以及她們的利益Modifyobjectivesinthelightofstakeholderanalysis根據(jù)項(xiàng)目相關(guān)人員的分析修改目的Establishmethodsofcommunicationwithallparties確定各部門之間的交流方法Step2:表示項(xiàng)目的基礎(chǔ)設(shè)施Establishlinkbetweenprojectandanystrategicplan確立項(xiàng)目和戰(zhàn)略策劃之間的關(guān)系Identifyinstallationstandardsandprocedures標(biāo)識(shí)安裝標(biāo)準(zhǔn)和步驟Identifyprojectteamorganization標(biāo)識(shí)項(xiàng)目組的組織Step3:分析項(xiàng)目的特征Distinguishtheprojectaseitherobjectiveorproduct-based區(qū)分項(xiàng)目是目的驅(qū)動(dòng)還是產(chǎn)品驅(qū)動(dòng)Analyseotherprojectcharacteristics(includingqualitybasedones)分析項(xiàng)目的其它特征(包括基于質(zhì)量的特征)Identifyhighlevelprojectrisks標(biāo)識(shí)項(xiàng)目的高級(jí)別風(fēng)險(xiǎn)Takeintoaccountuserrequirementsconcerningimplementation實(shí)現(xiàn)時(shí)考慮用戶的需求Selectgenerallifecycleapproach選擇開發(fā)方法學(xué)和生命周期方法Reviewoverallresourceestimates評(píng)審整個(gè)資源估計(jì)Step4:標(biāo)識(shí)項(xiàng)目的產(chǎn)品和活動(dòng)Identifyanddescribeprojectproducts標(biāo)識(shí)描述項(xiàng)目的產(chǎn)品documentGenericproductflows將共性產(chǎn)品流文檔化Recognizeproductinstances標(biāo)識(shí)產(chǎn)品實(shí)例Produceidealactivitynetwork產(chǎn)生理想的活動(dòng)網(wǎng)絡(luò)圖Addcheck-pointsifneeded增加檢查點(diǎn)如果需要Step5:估計(jì)每個(gè)活動(dòng)的工作量Carryoutbottom-upestimates執(zhí)行由底向上的估計(jì)Reviseplantocreatecontrollableactivities修改策劃創(chuàng)立可控制的活動(dòng)Step6:標(biāo)識(shí)活動(dòng)的風(fēng)險(xiǎn)Identifyandquantifyrisksforactivities標(biāo)識(shí)和量化基于活動(dòng)的風(fēng)險(xiǎn)Planriskreductionandcontingencymeasures計(jì)劃合適的風(fēng)險(xiǎn)緩解和應(yīng)急措施Adjustoverallplansandestimatestotakeaccountofrisks根據(jù)風(fēng)險(xiǎn)調(diào)整計(jì)劃和估計(jì)Step7:分配資源Identifyandallocateresourcestoactivities標(biāo)識(shí)和分配資源Reviseplansandestimatestotakeintoaccountresourceconstraints根據(jù)資源約束修改計(jì)劃和估計(jì)Step8:評(píng)審/發(fā)布計(jì)劃Reviewqualityaspectsofprojectplan評(píng)審項(xiàng)目計(jì)劃的質(zhì)量Documentplanandobtainagreement將計(jì)劃文檔化并取得一致的建議Step9and10:執(zhí)行計(jì)劃并進(jìn)行較低層次的策劃第三章1．Programmemanagement(項(xiàng)目群)定義:agroupofprojectsthataremanagedinaco-ordinatedwaytogainbenefitsthatwouldnotbepossibleweretheprojectstobemanagedindependently.為了獲得利益,用協(xié)同方式管理的一組項(xiàng)目,而這些項(xiàng)目不能進(jìn)行獨(dú)立的管理。以下面幾種形式存在:戰(zhàn)略項(xiàng)目群、商業(yè)周期項(xiàng)目群、基礎(chǔ)設(shè)施項(xiàng)目群、研究和開發(fā)項(xiàng)目群、創(chuàng)新的伙伴關(guān)系2．QuantifyingbenefitsQuantifiedandvaluedQuantifiedbutnotvaluedIdentifiedbutnoteasilyquantified3．成本分類:Developmentcosts開發(fā)成本Set-up安裝成本Operationalcosts運(yùn)行成本4．Cashflowforecasting現(xiàn)金流預(yù)測主要預(yù)測將發(fā)生的現(xiàn)金流及其時(shí)機(jī)。將指出何時(shí)要支出費(fèi)用、何時(shí)有收益。5．Netprofit(凈利潤)是在項(xiàng)目的整個(gè)生命周期中總成本和總收入的差。Paybackperiod(回收期)是達(dá)到收支平衡或償還初始投入所花的時(shí)間。ROI(returnoninvestment投資回報(bào)率)提供了一種方法來比較凈收益率與需要的投入。ROI=AverageannualprofitTotalinvestmentX100%Netpresentvalue(NPV凈現(xiàn)值)現(xiàn)值=第t年的值/(1+r)tr是貼現(xiàn)率t是現(xiàn)金流在未來出現(xiàn)的年數(shù)=現(xiàn)金流*貼現(xiàn)因子貼現(xiàn)因子查表可得第四章1．Waterfallmodel:V-processmodelThespiralmodel2．Prototyping(原型開發(fā)):throwawayprototypes,evolutionaryprototypes原型要做到什么程度(towhatextent):mock-ups實(shí)驗(yàn)?zāi)Ｐ蚐imulatedinteraction模仿交互Partialworkingmodels部分工作模型3．WhatisbeingprototypedThehuman-computerinterface人機(jī)界面Thefunctionalityofthesystem系統(tǒng)的功能性4．Incrementaldelivery增量式開發(fā)五．Overandunder-estimating(軟件過高或過低估計(jì)產(chǎn)生的問題)Over-estimatingispossibletospendlongertime,usetowLawtoexplain:(過高估計(jì)可能導(dǎo)致項(xiàng)目花更長的時(shí)間)Parkinson’sLaw(帕金森定律):‘Workexpandstofillthetimeavailable’,這意味著容易達(dá)到的目標(biāo)將使員工工作松懈。Brooks’law(布魯克斯定律):TheeffortrequiredtoimplementaprojectwillgoupdisproportionatelywiththenumberofstaffassignedtotheprojectAnover-estimateislikelytocauseprojecttotakelongerthanitwouldThedangerwiththeunder-estimatedistheeffectonquality.(過低估計(jì)將會(huì)影響質(zhì)量)Weinberg’sZerothLawofreliability:‘a(chǎn)softwareprojectthatdoesnothavetomeetareliabilityrequirementcanmeetanyotherrequirement’2)(軟件工作量估計(jì)的單位)MeasureofworkSLOC源代碼行數(shù)orKLOC千行代碼Functionpoint功能點(diǎn)3)軟件工作量估計(jì)的技術(shù)----Bottom-upandTop-down的實(shí)現(xiàn)和區(qū)別Bottom-upestimating1.Breakprojectintosmallerandsmallercomponents2.Stopwhenyougettowhatonepersoncandoinone/twoweeks3.Estimatecostsforthelowestlevelactivities4.Ateachhigherlevelcalculateestimatebyaddingestimatesforlowerlevels實(shí)現(xiàn)過程:估計(jì)人員將項(xiàng)目分解成構(gòu)件任務(wù),然后估計(jì)執(zhí)行每個(gè)任務(wù)需要多少工作量。對(duì)于一個(gè)大型項(xiàng)目:每個(gè)任務(wù)被分解為構(gòu)件子任務(wù),再進(jìn)一步分解這些子任務(wù),直到每個(gè)子任務(wù)能被一個(gè)人在一周或兩周內(nèi)完成為止。Top-downestimatesProduceoverallestimateusingeffortdriver(s)distributeproportionsofoverallestimatetocomponents實(shí)現(xiàn)過程:明確地規(guī)劃整個(gè)項(xiàng)目的總體估計(jì),然后分解成為構(gòu)件人物的所需要的工作量。兩者的區(qū)別:Bottom-upusewhennopastprojectdataidentifyalltasksthathavetobedone–soquitetime-consumingusewhenyouhavenodataaboutsimilarpastprojectsTop-downproduceoverallestimatebasedonprojectcostdriversbasedonpastprojectdatadivideoverallestimatebetweenjobstobedone4)Parametricmodels參數(shù)模型:實(shí)現(xiàn)一個(gè)項(xiàng)目需要的工作量主要是與最終系統(tǒng)的特征有關(guān)的變量相關(guān),參數(shù)模型一般是以下格式的公式: estimatedeffort=(systemsize)/productivity(工作量=系統(tǒng)規(guī)模*生產(chǎn)率)e.gsystemsize=linesofcodeproductivity=linesofcodeperdayproductivity=(systemsize)/effortbasedonpastprojectsSomemodelsfocusontaskorsystemsizee.g.FunctionPointsFPsoriginallyusedtoestimateLinesofCode,ratherthaneffort5)FPs(functionpoint’FP)的計(jì)算及基于信息系統(tǒng)分為五部分Externalusertypemultiplier

lowaveragehighExternalinput346Externaloutput457Logicalinternalfile71015Externalinterfacefile5710Externalinquiry346每個(gè)復(fù)雜度區(qū)的每個(gè)外部用戶類型的數(shù)目*指定的權(quán)重=FP數(shù),加起來就得到總的FP數(shù),該數(shù)表示信息處理系統(tǒng)的規(guī)模Fivemajorcomponentsofcomputer-basedinformationsystemsExternalinputtypes外部輸入類型Externaloutputtypes外部輸出類型Logicalinternalfiletypes內(nèi)部邏輯文件類型Externalinterfacefiletypes外部接口文件類型Externalinquirytypes外部查詢類型6)Foreachtransaction,countUFPUFP的計(jì)算dataitemsinput(Ni)dataitemsoutput(No)entitytypesaccessed(Ne)UFPcount=Ni*0.58+Ne*1.66+No*0.267)COCOMO:aparametricmodel構(gòu)造性成本模型:一個(gè)參數(shù)模型BasicCOCOMO的計(jì)算effort=cxsizek(工作量=c*規(guī)模k)k次方Effortwasmeasuredinpm工作量是按人月(pm)度量的,一個(gè)人月是由152個(gè)工時(shí)組成的candkdependonthetypeofsystem:organic有機(jī)式,semi-detached半相連式,embedded嵌入式Sizeismeasuredin‘kdsi’.Thousandsoflinesofcode是指要交付的千行源代碼指令SystemtypeckOrganic(broadly,informationsystems)2.41.05Semi-detached3.01.12Embedded(broadly,real-time)3.61.20Intermediate中級(jí)versionofCOCOMO(COCOMO81)Thenominalestimateisthenadjustedas(pmest)標(biāo)稱估計(jì)=(pmnon)標(biāo)稱工作量估計(jì)×(dem)demiscalculatedbytakingintoaccountmultipliersbasedonthefollowingeffortdrivers工作量驅(qū)動(dòng)因子(課件例題)六.1)Identifyingactivities標(biāo)識(shí)活動(dòng)三個(gè)方法的實(shí)現(xiàn)和結(jié)果Activity-basedapproach基于活動(dòng)的方法CreatingalistofalltheactivitiesbybrainstormingWork-based:draw-upaWorkBreakdownStructurelistingtheworkitemsneededEachleafinWBSmaybeassignedtoanindividualorresponsiblesectionTheWBSstructuremayberefinedastheprojectproceeds產(chǎn)生一個(gè)完整的且由不重疊的活動(dòng)所組成的任務(wù)目錄(見課件圖)Product-basedapproach基于產(chǎn)品的方法listthedeliverableandintermediateproductsofproject–productbreakdownstructure(PBS)Aproductflowdiagram(PFD)isproducedagainstPBStoidentifytheorderinwhichproductshavetobecreatedworkouttheactivitiesneededtocreatetheproductsAppropriateforSSADM(見課件圖)Hybridapproach混合方法Level1:projectLevel2:deliverables