工程項(xiàng)目管理案例分析課件

工程項(xiàng)目管理案例分析

工程項(xiàng)目管理案例分析

項(xiàng)目管理的要素中項(xiàng)目的進(jìn)度和時(shí)間一直成為項(xiàng)目的主經(jīng)約束和管理要求，一個(gè)項(xiàng)目能否按預(yù)計(jì)的時(shí)間計(jì)劃上線(xiàn)通常會(huì)成為項(xiàng)目成功的主要標(biāo)志之一，做為項(xiàng)目的管理者（項(xiàng)目經(jīng)理）對(duì)項(xiàng)目的把控是項(xiàng)目管理工作的重中之重，影響一個(gè)項(xiàng)目進(jìn)度的主要表現(xiàn)在以下幾點(diǎn)：Projectmanagementelementsoftheprojectprogressandtimehavebecomethemainbytheconstraintsandmanagementrequirementsoftheproject,aprojectcanbetheexpectedtimetoplanonthelineusuallybecomesoneofthemainsignofthesuccessoftheprojectasaprojectmanager(projectManager)ontheprojecttocontrolthemostimportanttaskofprojectmanagement,theimpactofaprojectscheduleinthefollowingpoints:工程項(xiàng)目管理案例分析1、客戶(hù)的進(jìn)度要求是否合理？

1,theprogressofthecustomer'srequestsarereasonable?對(duì)于客戶(hù)的進(jìn)度要求需要站在中間的立場(chǎng)來(lái)客戶(hù)的評(píng)審時(shí)間進(jìn)度的可執(zhí)行性，遵循客觀規(guī)律，站在客戶(hù)的角度和項(xiàng)目的幾大規(guī)劃階段擺事實(shí)講道理，有時(shí)客戶(hù)常常不講道理，可以從以下幾個(gè)方面和客戶(hù)講道理：Fortheschedulerequirementsofthecustomersstandinginthemiddlepositiontotheenforceabilityofthereviewschedule,followtheobjectivelaw,thecustomer'sperspectiveandprojectplanningstageFactsandreason,andsometimescustomersareoftenunreasonable,andcanreasonfromthefollowingaspectsandcustomers:工程項(xiàng)目管理案例分析

a、從項(xiàng)目的投入金額上看、客戶(hù)的投入與要求比例，這個(gè)可以在項(xiàng)目啟動(dòng)的章程中體現(xiàn)。b、從軟件的工程上看。c、從項(xiàng)目的風(fēng)險(xiǎn)和難易成度上看。d、準(zhǔn)備好一個(gè)項(xiàng)目可行的時(shí)間規(guī)劃方案和客戶(hù)一起討論。a,theamountsofmoneyspentfortheprojectfromthepointofview,thecustomer'sinvestmentandrequirementsoftheproportionofthiscanbereflectedintheprojectstart-upcharter.bFromasoftwareengineeringpointofview.c,thedegreeofviewtheriskanddifficultyoftheproject.dreadytodiscussafeasibleprojecttimeplanningprogramsandcustomer.工程項(xiàng)目管理案例分析2、客戶(hù)的需求是否分析到位？

2,thecustomerneedsanalysisinplace?客戶(hù)的需求分析有很多種方法，需求分析不到位會(huì)導(dǎo)致后面的工作不斷的增加，工期受影響，在項(xiàng)目的規(guī)劃階段需要做好二件大事a、需求的管理（變更、范圍）b、需求的分解（優(yōu)先急、過(guò)慮）確定需求的基線(xiàn)才好對(duì)需求進(jìn)行有效的變更管理，有客戶(hù)對(duì)需求進(jìn)行變更時(shí)才有話(huà)語(yǔ)權(quán)，可以對(duì)項(xiàng)目的進(jìn)度進(jìn)行有效的控制。工程項(xiàng)目管理案例分析

Customerneedsanalysis,needsanalysisinplacetherearemanywaystothecausebehindtheincrease,thedurationoftheaffected,twomajoreventsintheplanningphaseoftheprojectneedtodoagoodjobademandmanagement(changes,range)b,thedemandforthedecomposition(priorityanxious,worryingtoomuch)Determinethebaselineofthedemandwegoonthedemandforeffectivechangemanagement,customerneedstochange,havetherighttospeak,caneffectivelycontroltheprogressoftheproject.工程項(xiàng)目管理案例分析3、需求的風(fēng)險(xiǎn)是否評(píng)估？

3,whetherthedemandforriskassessment?需求的風(fēng)險(xiǎn)主要體現(xiàn)在以下幾個(gè)面:a、需求是否完成了業(yè)務(wù)的要求，能否滿(mǎn)足業(yè)務(wù)的現(xiàn)狀和未來(lái)發(fā)展的需要。b、能要從技術(shù)實(shí)現(xiàn)的角度去評(píng)審需求的可行性，這點(diǎn)開(kāi)發(fā)團(tuán)隊(duì)在需求收集時(shí)通常讓步，因?yàn)榭蛻?hù)的某一個(gè)亮點(diǎn)功能的要求，這一點(diǎn)需要更多的從多個(gè)主向和客戶(hù)溝通，以滿(mǎn)足業(yè)務(wù)要求為核心，不要以功能亮點(diǎn)為核心，站在業(yè)務(wù)管理層的角度出發(fā)，不要站在使用者的某一個(gè)點(diǎn)出發(fā)。工程項(xiàng)目管理案例分析

Demandriskisprimarilyreflectedinthefollowingsurfaces:a,needstocompletetherequirementsofthebusinesscanmeetthebusiness'scurrentstatusandfuturedevelopmentneeds.b,fromatechnologypointofviewtoreviewthefeasibilityofdemand,thedevelopmentteamduringtherequirementsgatheringusuallyconcessionsasahighlightofacustomer'sfunctionalrequirements,whichNeedmorefrommultipleprimaryandcustomerstocommunicate,tomeetbusinessrequirementsasthecore,nottothefunctionalhighlightofthecore,standinginthebusinessmanagementpointofview,donotstandintheuserApointofdeparture.工程項(xiàng)目管理案例分析4、人力資源的安排是否妥當(dāng)？

4,theappropriatenessofthearrangementofhumanresources?團(tuán)隊(duì)的成員的能力安排是否妥當(dāng)也會(huì)影響到項(xiàng)目的進(jìn)度，為什么呢？項(xiàng)目團(tuán)隊(duì)管理最重要的一點(diǎn)就是把合適的人安排到合適的位置這是對(duì)項(xiàng)目管理者的一個(gè)挑戰(zhàn)，滿(mǎn)足團(tuán)隊(duì)成員的工作成就感才能最大發(fā)揮團(tuán)隊(duì)成員的潛力。Teammemberstheabilitytoarrangetheappropriatenessofalsoaffecttheprogressoftheproject,why?ProjectteammanagementisthemostimportantthingistherightpersontoarrangeasuitablelocationThisisachallengeforprojectmanagers,jobsatisfactiontomeettheteammembersinordertomaximizethepotentialoftheteammembers.工程項(xiàng)目管理案例分析5、上線(xiàn)前的準(zhǔn)備工作是否充分？

5,theadequacyofthepreparatoryworkbeforetheon-line?上線(xiàn)前需要做好幾件事，這幾件事看似小，但對(duì)于項(xiàng)目的總體進(jìn)度影響大！a、上線(xiàn)前是否存在數(shù)據(jù)導(dǎo)入和系統(tǒng)基礎(chǔ)數(shù)據(jù)初始化，如果有需要給出方案和執(zhí)行計(jì)劃及測(cè)試計(jì)劃。b、上線(xiàn)前是否存在數(shù)據(jù)清空的問(wèn)題，精據(jù)清空后系統(tǒng)能否正常的工作，需要做好測(cè)試。c、上線(xiàn)前是否準(zhǔn)備好培訓(xùn)相關(guān)的工作，培訓(xùn)手冊(cè)，培訓(xùn)計(jì)劃。d、上線(xiàn)前是否準(zhǔn)備好驗(yàn)收相關(guān)的文檔(測(cè)試，使用手冊(cè)、設(shè)計(jì)概要、需求規(guī)格說(shuō)明，詳細(xì)設(shè)計(jì)、數(shù)據(jù)字典、系統(tǒng)部署...）作為項(xiàng)目管理者需要對(duì)項(xiàng)目存在的可能性風(fēng)險(xiǎn)提前預(yù)案作為應(yīng)對(duì)方案。工程項(xiàng)目管理案例分析

Needtodoafewthingsonthelinebefore,thesethingsmayseemsmall,buttheoverallprogressoftheproject!whetherthereisaon-linedataimportandsystembasicdatainitialization,ifthereisaneedtogivetheprogramandplanforimplementationandtestplans.b,on-linedataclearedfineafterclearingthesystemcanwork,youneedtodotesting.c,beforetheon-linereadyfortraining-relatedjobs,trainingmanuals,trainingprograms.d,on-linereadyacceptancerelateddocumentation(testing,usermanual,designsummary,req