PM項目管理1概述課件

17四月2024PM項目管理1概述Agenda-本章需要解決的問題WhyneedProjectManagement？PM&SoftwarecharacteristicsProblemsinSWdevelopmentandSPMChallengeofSWdevelopmentPM項目管理1概述2現(xiàn)代管理的三個熱點：戰(zhàn)略管理項目管理運作管理就一個組織的管理而言，應(yīng)該包括三個部分。1.戰(zhàn)略管理：從宏觀上明確和把握發(fā)展方向2.運作管理：對日常的、重復(fù)性工作的管理3.項目管理：對一次性的、創(chuàng)新性工作的管理由于項目管理的效率高、反映靈敏，所以運用的企業(yè)更多。PM項目管理1概述3Moredregsprojectofbeancurd？Illogicalobjective（時間）jerry-build（成本）Subcontract（手續(xù)）Notrefundloan？RiskManagement(風(fēng)險)MoreUnsuccessfulinfoingproject？Backbonejob-hopping，manpoweralteration(人力資源)Requirementschanged（范圍）Why？PM項目管理1概述4In21st,everythingisproject,orisbecomingProject…PaulGracePresidentofPMIProfessionalscertificationcommitteePM項目管理1概述5Important2jobsforfuturesTechniquesinnovation技術(shù)革新的典范-優(yōu)選法Projectmanagement沒有項目管理就沒有現(xiàn)代產(chǎn)業(yè)HuaLuogeng華羅庚PM項目管理1概述646%26%28%SuccessUSStandishGroup,對1999年當年軟件項目的統(tǒng)計failingStatisticsofSuccessandfailingforITProject有問題的項目Overbudget,overtimeEtc.PM項目管理1概述7PMHistory項目管理，遠自幾千年前的人類文明，近如現(xiàn)代工業(yè)領(lǐng)域。例如GreatWallofChina,EgyptianPyramids(金字塔)

航空航天工程項目and建筑工程項目PM項目管理1概述8HistoryofProjectManagementModernprojectmanagementbeganwiththeManhattanProject,whichtheU.S.militaryledtodeveloptheatomicbombIn1917HenryGanttdevelopedtheGanttchartasatoolforschedulingworkinjobshopsIn1958,theNavydevelopedPERTchartsInthe1970s,themilitarybeganusingprojectmanagementsoftware,asdidtheconstructionindustryBythe1990s,virtuallyeveryindustrywasusingsomeformofprojectmanagement1985:TQM1990-93:Re-engineering,self-directedteams1996-99:Riskmgmt,projectoffices2000:M&A,globalprojectsPM項目管理1概述9PMdevelopmentCPM,PERTNowPMapplicationsismoreandmorePeoples,customer-oriented,softmanagementPM項目管理1概述10ProjectManagementKnowledgeContinuestoGrowandMaturePMIlaunchedtheirCenterforPMKnowledgeandWisdominDecember2001PMIhostedtheirfirstresearchconferenceinJune2000inParis,France,secondoneinJuly2002ThePMBOKGuide–2000EditionisanANSIstandard,andPMI’scertificationdepartmentearnedISO9000certificationHundredsofnewbooks,articles,andpresentationsrelatedtoprojectmanagementhavebeenwritteninrecentyearsPM項目管理1概述11HowProjectManagement(PM)RelatestoOtherDisciplinesMuchoftheknowledgeneededtomanageprojectsisuniquetoPMHowever,projectmanagersmustalsohaveknowledgeandexperienceingeneralmanagementtheapplicationareaoftheprojectProjectmanagersmustfocusonmeetingspecificprojectobjectivesPM項目管理1概述12PMTripleConstraint每一個項目都會受到范圍目標、時間目標和成本目標的約束這三個目標又經(jīng)常存在沖突，一個合格的項目經(jīng)理，其責任之一就是平衡三者的關(guān)系在此過程中，由于項目的不確定性和資源使用的競爭性，平衡往往成為權(quán)衡因此，成功的項目管理，就意味著同時實現(xiàn)范圍、時間和成本三個目標，并讓項目利益相關(guān)者滿意！PM項目管理1概述13Inwhatwaysdomodernprojectsdifferfromancientprojects?現(xiàn)代人們對項目及其管理有一些什么樣的認識和做法？PM項目管理1概述14ProjectsmaybeunderaFunctionalOrganizationMatrixOrganizationProjectOrganizationPM項目管理1概述15FivefunctionsofthePMPlanningOrganizingLeadershipControlChangePM項目管理1概述16ClassicalApproachAssumesthereisauniversalsetofmanagementprinciples采用公認的管理原則BehavioralApproach:emphasisonhumanaspects強調(diào)人性化SystemApproach采用系統(tǒng)論的方法PM項目管理1概述17SoftwareneedsmanagementPM項目管理1概述18SoftwareneedsmanagementSoftwarecharacteristics特性CostStructure成本IndustrialProblems產(chǎn)業(yè)SoftwareDisaster危機ProblemsinSoftwareTechniques技術(shù)進步PositioninSEKnowledgestructure知識結(jié)構(gòu)PM項目管理1概述19SoftwarecharacteristicsEssentials:logicelements,notentitativeelements.

DevelopingSoftware，andproducingproduct.NowearandtearinusingtimeFailingprobabilityTubcurveofproductPM項目管理1概述20Softwarecharacteristics(cont.)timeFailingprobability不愿看到的realcurveofSD期望的IdealcurveofSDPM項目管理1概述21Softwarecharacteristics(cont.)Production:Standardization&assembleMassSW:customizationScientificarithmeticfunctionlib(1960’s）DatastructurereusingReusingcomponents人們設(shè)法改進軟件開發(fā)的過程。PM項目管理1概述22CostStructureischangedOne-offCostofmanufactureLogicproduct—minimediacostisignoredInvestmentisnotreclaimedindev.processMoreMaintaincostserviceisquality解決軟件危機本來就是為了回答兩個問題：如何高效率的開發(fā)軟件如何維護越來越多的軟件PM項目管理1概述23MainproblemsinSWindustryIndustrialscale如何定量度量軟件的規(guī)模？Coretechnique如何發(fā)展核心技術(shù)Pirateandillegalcopy如何防止盜版和非法拷貝？PM項目管理1概述24為什么會有這樣的問題存在？

發(fā)展策略的缺乏印度我們自己發(fā)展規(guī)則知識決定一切（創(chuàng)新，團隊）頭腦產(chǎn)業(yè)新的管理模式PM項目管理1概述25軟件原因引起的災(zāi)難NATO，1958，SoftwareDisastersisputforwardMoreandmoreunsuccessfulSWProject:NASA,1999-10,Marsweathersatellitelost.US$125million.1963-1966,IBM360OS(1000Bug/Rel.)PM項目管理1概述26軟件原因引起的災(zāi)難(Cont.)Somedata：BeyondSWtimedeadline:about70％SWProject.Beyond20%-50%planningrel.timeinBigProjectBeyondSWcost：90％SWProject.Biggertheprojectis，morecosttospendAuditBureauUS:usablecontractSWisonly2％98％isunsuccessfulPM項目管理1概述27SoftwareDisasters(Cont.)CrunchModeDeathMarchPM項目管理1概述28SoftwareDisasters(Cont.)chronicafflictionSuggestedbyProf.DanielTiechrow,UniversityofMichiganPM項目管理1概述29軟件災(zāi)難的特點SD開發(fā)逾期.SD成本超過預(yù)算.SQA質(zhì)量沒有保證.PM項目管理1概述30規(guī)模、成本、進度、質(zhì)量等的定量度量復(fù)雜性控制提高生產(chǎn)效率ProblemsinSWtechniquePM項目管理1概述31Exchange2000Windows2000PM25About250Dev.140About1700Test350About3200e.g.:?Windows95have10,000,000linecode

?Windows2000have50,000,000linecodemore3000engineersand100+teamsExchange2000和Windows2000DevOrg.structurePM項目管理1概述32typeofprojectPM項目管理1概述33typeofproject規(guī)模(big,middle,mini)復(fù)雜度

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應(yīng)用

用戶PM項目管理1概述34PMinSWEBOK《SWEBOK》GuidetotheSoftwareEngineeringBodyofKnowledgePM項目管理1概述35

ContentsSoftware&SESPMSystemengineeringRequirementanalysisData-process-orientedanalysisOORAData-OrientedSoftwareDesignData-process-orientedDesignOODUIProgramandcodingSoftwareTestingmantainanceConfigurationmanagementReuseTech.RPCASENewTech.forSWDPM項目管理1概述36ChallengeinSWdevelopment

軟件發(fā)展挑戰(zhàn)Deadlines期限(85%)Resourceconstrained需求扭曲（83％）Communicationswithteams通信消耗（80％）Commitmentfromteam團隊承諾（74％）Makemilestone里程碑（90％）Change變更（60％）Planningagreeforteams計劃符合性（57％）Topcommitment最終義務(wù)（45％）Conflict沖突（42％）,subcontract轉(zhuǎn)包（38％）PM項目管理1概述37ChallengeforPMProjectmanager：EstimationandPlanning預(yù)算和計劃Qualitystd.andmatrix品質(zhì)Guidefororganizationstrategies組織策略Techniquesofvisualizingtheprocess過程技術(shù)Roledefinition角色分配Ruleforsuccess成功規(guī)則NoSTD.沒有標準PM項目管理1概述38ChallengeforteammembersTeammembers：Incorrectworkingdescriptions不恰當?shù)墓ぷ髅枋鯥Tmanagementmiss管理疏忽InsufficiencyApplicationdomainknowledge應(yīng)用領(lǐng)域知識缺乏Insufficiencydocument文檔缺乏Precedingtaskisnotfinishedontime—includingequipment任務(wù)不能按時完成Lackofcommunicationwithuserandengineerer和用戶缺乏溝通Lackofqualitycontrol質(zhì)量控制缺乏SWDevelopmentenvironmentchange外界環(huán)境變化Deadlinepress終期壓力PM項目管理1概述39Mistake過失inSWdevelopmentSource<Rapiddevelopment>Productaspect需求鍍金：項目具有比實際需求多得多的性能功能蔓延：項目平均會有25%的需求變更（Jones1994）開發(fā)人員的鍍金：開發(fā)人員著迷于新技術(shù)又推又拉的交易：經(jīng)理在批準項目進度順延時又加入了新的功能研究導(dǎo)向的開發(fā)PM項目管理1概述40軟件項目常見錯誤過程缺乏計劃過于樂觀的計劃在壓力下放棄計劃缺乏足夠的風(fēng)險管理承包人導(dǎo)致的失敗在模糊的項目前期（fuzzyfrondend）浪費時間前期活動不合要求PM項目管理1概述41軟件項目常見錯誤設(shè)計低劣缺少質(zhì)量保證措施缺少管理控制太早和過于頻繁的集成項目估算時遺漏必要的任務(wù)追趕計劃魯莽編碼PM項目管理1概述42軟件項目常見錯誤技術(shù)相關(guān)的錯誤銀彈綜合癥:過于相信以前沒有采用過的技術(shù)的宣傳過高估計了新技術(shù)或方法帶來的節(jié)省量項目中間切換工具缺少自動的源代碼控制手段PM項目管理1概述43軟件項目常見錯