『华东师范大学』课程名称：软件开发实践 Software Development Practice...

『华东师范大学』

课程名称：软件开发实践 Software Development Practice

课程类型：实践课第二讲：项目管理Lect_02: Manage the Project

主讲 : 软件学院周勇副教授

日期 : 2011.07.02

, Author: 软件开发实践周勇 2

Managing the Project Involves Estimating the scope and work that needs to be

performed Developing mechanisms to acquire identified

products Developing a project plan Getting commitments to the plan Working with suppliers to acquire identified products Monitoring progress against the plan Identifying and analyzing risks Taking action to address significant deviations from

the plan Taking action to appropriately mitigate risks


Topics

Managing the Project Process Areas Project Planning (PP) Project Monitoring and Control

(PMC) Risk Management (RSKM) Supplier Agreement Management

(SAM) Managing the Project Summary


Project Planning (PP)

Purpose Establish and maintain plans

that define project activities.


When Project Planning Is Not Done Well… Estimates of project attributes are

inaccurate. It is difficult to identify deviations from

poorly documented plans. Resources are not available/applied

when needed. Future projects cannot learn from

completed projects because there are no lessons learned.


Project Planning Goals

©2010 By Software Engineering Institute of ECNU

SG 1: Establish EstimatesEstimates of project planning parameters are established and maintained.

SG 2: Develop a Project PlanA project plan is established and maintained as the basis for managing the project.

SG 3: Obtain Commitment to the PlanCommitments to the project plan are established and maintained.

The process area also has generic goals to support institutionalization.


Relevant Terminology


ProjectA managed set of interrelated resources which delivers one or more products to a customer or end user. A project has a definite beginning (i.e., project startup) and typically operates according to a plan. Such a plan is frequently documented and specifies what is to be delivered or implemented, the resources and funds to be used, the work to be done, and a schedule for doing the work. A project can be composed of projects. Program(1) A project. (2) A collection of related projects and the infrastructure that supports them, including objectives, methods, activities, plans, and success measures.Work breakdown structure (WBS)An arrangement of work elements and their relationship to each other and to the end product.


Project Planning Context -1


PlanningData

EstablishEstimates

Develop a Project Plan

ObtainCommitmen

tto the Plan

Project Plan

PMC

RelevantStakeholders




Determine Estimates

of Effortand Cost

PlanningData

Establish Estimates

Estimate the Scope

of the Project

EstablishEstimates of

Work Productand Task

Attributes

Define ProjectLifecycle




PlanningData

EstablishEstimates


ObtainCommitmen

tto the Plan

Project Plan

PMC





Establish the Budget

andSchedule

Planning Data


Planfor Data

Management

Plan StakeholderInvolvement

Plan forProject

Resources

Project Plan

Establishthe Project

Plan

IdentifyProject Risks

Plan forNeeded

Knowledge and Skills

PMC




PlanningData

EstablishEstimates


ObtainCommitmen

tto the Plan

Project Plan

PMC





Obtain Commitment to the Plan

ReconcileWork andResource

Levels

ProjectPlans

ReviewPlans that

Affect the Project

ObtainPlan

Commitment



Sample of PP Process

项目策划过程(Proj ect Pl anni ng Procedure)

项目策划过程定义

工作分解

项目估计

制订《项目开发计划》

评审与批准《项目开发计划》

PPQA项目经理 EPG 输出CM输入高层经理

《项目策划方针》

《项目估计规程》

《项目进度记录》

《项目估计记录》《项目开发计

划》（草案）及其配套计划

修改后的《项目开发计划》及其配套计划

项目估计记录

《软件生存周期说明》

工作陈述（SOW）

《组织标准过程》

原始需求文档

项目组织结构

项目开发过程

生命周期模型

《项目需求规格说明书》

《项目进度记录模版》

项目生命周期模型


《项目开发计划》及其配套

计划

《项目进度计划》

《项目风险管理评估表》

《评审规程》

《项目开发计划》评审报告

分派人员与职责

组建项目策划小组


选择软件生命模型

裁剪生命模型

评审

裁剪《组织标准过程》

策划过程

不通过

通过

批准

否

是

确定工作产品

制定WBS

用WBS定义各阶段技术活动

结果

建立约定

标识工作产品

制定项目开发计划及其配套计划

计划草案

评审《项目开发计划》（草案）及其配套计划

制定人修改计划

评审

评审

不通过

不通过

纳入基线

通过

通过

估计指南

客户需求文档

评审

参与项目估计活动

不通过

通过



Topics


Managing the Project Process Areas Project Planning (PP) Project Monitoring and Control (PMC) Risk Management (RSKM) Supplier Agreement Management (SAM)

Managing the Project Summary


Project Monitoring and Control (PMC)


Purpose Provide understanding of the project’s progress so that appropriate corrective actions can be taken when the project’s performance deviates significantly from the plan.


When Project Monitoring and Control Is Not Done Well…


Too much time is spent trying to determine project status.

Data needed for management decisions are not available when needed.

Corrective action is not taken early when it is least expensive.

Lack of management insight makes project results highly unpredictable.

The customer does not have confidence in the project status reporting.


Project Monitoring and Control Goals


SG 1: Monitor Project Against PlanActual performance and progress of the project are monitored against the project plan.

SG 2: Manage Corrective Action to ClosureCorrective actions are managed to closure when the project’s performance or results deviate significantly from the plan.



Project Monitoring and Control Context


Project Plan

MonitorData

Management

Monitor Commitments

Monitor ProjectPlanning

Parameters

ConductMilestoneReviews

Monitor Project Risks

Analyze Issues

TakeCorrective

Action

Monitor Project Against Plan

ConductProgressReviews

Monitor StakeholderInvolvement Manage

Corrective Action

PP

ManageCorrective Action

to Closure


Sample PMC Process

项目监控流程

识别跟踪和监督的对象

产品审批

项目状态和数据收集

项目例会

评审

问题管理

输出高层经理项目组成员项目经理 PPQA 配置人员输入

项目开发计划

项目跟踪和监督的对象

获取项目的跟踪要求

确定跟踪基线

通过

不通过

审批产品审批表

产品

待审批产品

配置管理

收集项目状态信息

项目组例会

填写个人工作日志

风险管理列表

召开项目会议

项目问题与缺陷列表

会议纪要问题及风险进行沟通

启动项目变更管理活动

报告活动的实际状态与计划状态

偏差超过控制阈值

准备评审

举行评审会议评审报告

项目周报

项目状态报告

修改产品产品审批表

提交产品

记录问题

在产品审批表上签字

偏离汇报的调整情况

项目变更

显著

识别、分析和记录新的问题和风险

No

解决问题

报告问题

问题关闭

制定问题解决方案

审核

通过

Yes

会议纪要

评审结论跟踪

审核评审报告


Topics





Risk Management (RSKM)


PurposeIdentify potential problems before they occur so that risk-handling activities can be planned and invoked as needed across the life of the product or project to mitigate adverse impacts on achieving objectives.


When Risk Management Is Not Done Well…


It is easy to ignore risks when they are not being tracked.

Risks that are known to project staff are often not known to management.

Repeated project failures due to unforeseen (but predictable) risks can cost you business.


Risk Management Goals


SG 1: Prepare for Risk ManagementPreparation for risk management is conducted.

SG 2: Identify and Analyze RisksRisks are identified and analyzed to determine their relative importance.

SG 3: Mitigate RisksRisks are handled and mitigated, where appropriate, to reduce adverse impacts on achieving objectives.



Risk Management Context


DetermineRisk

Sourcesand

Categories

DefineRisk

Parameters IdentifyRisks

Evaluate, Categorize,

andPrioritize

Risks DevelopRisk

MitigationPlans

ImplementRisk

MitigationPlans

Risk Repository

Prepare for Risk Management Identify and Analyze Risks

Mitigate Risks

Establish a Risk

ManagementStrategy

PP


Sample RSKM Process

风险管理

准备风险管理

识别和分析风险

处理和缓解风险

风险监控

输出项目经理输入

定义风险来源和类别

定义风险参数

创建并维护风险管理策略

需求规格说明书

风险识别参照表

项目计划

风险管理评估表

创建并维护风险管理策略

评估风险并分类，实施风险排序

识别风险并将其文档化

风险识别参照表

项目计划

需求规格说明书

更新后的风险管理评估表

制订风险缓解计划

更新后的风险管理评估表

实施风险缓解计划

监控风险状态

是否关闭风险管理评估表




Topics





Relevant Terminology


Supplier(1) An entity delivering products or performing

services being acquired.(2) An individual, partnership, company, corporation,

association, or other service having an agreement (contract) with an acquirer for the design, development, manufacture, maintenance, modification, or supply of items under the terms of an agreement (contract).

Formal agreement Any legal agreement between the organization

(representing the project) and the supplier. This agreement may be a contract, license, service level agreement, or a memorandum of agreement.


Supplier Agreement Management (SAM)


Purpose Manage the acquisition of products from suppliers.


When Supplier Agreement Management Is Not Done Well…


Supplier selection is not based on the right criteria.

The management and technical staff do not have insight into supplier activities.

Supplier products are accepted even when they do not meet the product requirements.

Integration of supplier products into a product baseline is problematic.


Supplier Agreement Management Goals


SG 1: Establish Supplier AgreementsAgreements with the suppliers are established and maintained.

SG 2: Satisfy Supplier AgreementsAgreements with the suppliers are satisfied by both the project and the supplier.



Supplier Agreement Management Context


Product

EstablishSupplier

Agreements

DetermineAcquisition

Type

TransitionProducts

Accept theAcquiredProduct

SelectSuppliers

Supplier Requirements

Executethe SupplierAgreement

Establish Supplier Agreements

Satisfy Supplier Agreements

Supplier Agreement

PI

TS

Monitor Selected Supplier

Processes

Evaluate Selected Supplier

Work Products


Sample SAM Process

外包商选择

外包合同签订

跟踪监督合同执行

验收测试

验收与交付

外包商评价《厂商评价报告》

结束

立项

制定外包管理计划

《外包管理计划》

外包管理计划评审

调研

《外包合同》




Project Planning aids project managers in planning project activities.Project Monitoring and Control emphasizes managing project performance according to the plan.Risk Management enables projects to proactively identify and reduce risks that may jeopardize achieving project objectives.Supplier Agreement Management helps when working with suppliers.


End

『华东师范大学』课程名称：软件开发实践 Software Development Practice...

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Transcript of 『华东师范大学』课程名称：软件开发实践 Software Development Practice...

『华东师范大学』 课程名称： 软件开发实践 Software Development Practice...

Documents

Transcript of 『华东师范大学』 课程名称： 软件开发实践 Software Development Practice...

『华东师范大学』课程名称：软件开发实践 Software Development Practice...

Transcript of 『华东师范大学』课程名称：软件开发实践 Software Development Practice...