Planning and Managing the Project

中国科学技术大学软件学院孟宁

2010年 03月

Agenda

♦ previously on project plan– effort,cost,schedule and risk

♦ Process Models and Project Management– Enrollment Management– Accountablility Moduling– Anchoring Milestones

Review the previous lesson

♦ Tracking Progress– 项目进度问题

♦ Project Personnel– 人力资源及组织建设

♦ Effort Estimation– 工作量评估

♦ Risk Management– 风险管理

♦ The Project Plan– 项目计划

项目计划书的核心部分♦ 项目概述

–粗线条的用例图或者网络拓扑结构图♦ 系统设计架构

–系统架构图♦ 功能模块分解

–任务分解图WBS，细化到自己能评估其工作量♦ 工作量评估

–任务列表及对应任务所需时间和其他资源

What is a project?

♦ 定义一：项目是完成某些特定指标的一次性任务。♦ 定义二：项目是一项有待完成的专门任务，是在一定的组织机构内，在限定的资源条件下，在计划的时间里，按满足一定性能、质量与数量的要求去完成的一次性任务。

♦ 项目的特征–唯一性–一次性–整体性–多目标性–寿命周期阶段性

What is project management

♦ Project Management --The application of knowledge, skills, tools, and techniques to project activities in order to meet or exceed stakeholder needs and expectations.

♦ 两种含义–管理活动：一种有意识地按照项目管理的特点和规律，对项目进行组织管理的活动

–管理学科：以项目管理活动为研究对象的一门学科，它是探索项目活动科学组织管理的理论与方法。

什么是软件项目管理？♦ 软件项目管理是为了使软件项目能够按照预定的成本、进度、质量顺利完成，而对成本、人员、进度、质量、风险等进行分析和管理的活动。

♦ 软件项目管理的对象是软件工程项目，他所涉及的范围覆盖了整个软件工程过程。

管理的范围♦ 有效的项目管理集中于三个 P 上：

– People• 项目参与者• 项目负责人• 软件项目组• 协调和通讯

– Problem• 软件范围• 问题分解

– Process• 合并问题和过程• 过程分解

Project Management

♦ Managers most successful at building quality products on time and within budget are those who tailor the project management techniques to the particular characteristics of the resources needed,the chosen process, and the people assigned.

♦ the merging of process and project management

Enrollment Management

♦ Establish an appropriately large shared vision建立适当规模的共享视图

♦ Delegate completely and elicit specific commitments from participants完全委托参与者，并从中获得专门的承诺

♦ Inspect vigorously and provide supportive feedback积极审查并提供建设性反馈

♦ Acknowledge every advance and learn as the program progresses承认每一处进步、随着过程的推进不断学习

Vision & Enrollment

♦ shared common goals– Each group and subgroup of the project defin

ed its own objectives in terms of the global ones stated for the project

– include the company's business goals

Commitment & Delegation

♦ as managers developed plans♦ they delegated tasks to groups,soliciting(请求 )c

omments and commitments about the content of each task and the schedule constraints imposed.

♦ Each required result was measurable and identified with a particular owner who was held accountable for delivery.

♦ the owner may not have been the person doing the actual work;rather,he or she was the person responsible for getting the work done.

Trust - Accountability - (task-owner-date)

Inspection & Support

♦ Managers continually inspected the project to make sure that delivery would be on time.

♦ identify risks,when a risk threatened to keep the team from meeting its commitments,

♦ make substantial changes to help move the project forward.

Acknowledgment & learning

♦ For each project step,the managers acknowledged progress both personally and publicly.

♦ They recorded what had been learned and they asked team members how things could be improved the next time.

technical and project events

♦ Managers had to oversee both technical and project events.– the technical focus involved technical design

and strategy– the project focus addressed commitments and

deliverables

One-page description

♦ The plan was restricted to a single page,so that the participants could see the "big picture",without complexity or detail.

♦ one-page descriptions of designs,schedule,and other key items enabled project participants to have a global picture of what to do,and when and how to do it.

Itemizing key points of a one-page report

♦ Schedule

♦ milestones

♦ issues and dependencies resolved

♦ issues and dependencies not resolved(with ownership and due dates)

♦ critical-path events in the past month

♦ activities along the critical path in the next month

motivated more by recognition than money

♦ engineers are usually motivated more by recognition than by financial gain.

♦ Instead of rewarding participants with money,

♦ they focused on announcing progress and on making sure that public knew how much the managers appreciated the engineers' work.

Matrix organization

♦ Each engineer belonged to a functional unit based on a type of skill– such as the design group or the test group

♦ but was assigned to one or more projects as that skill was needed.

♦ In other words,an employee could be identified by his or her place in a matrix,with functional skills as one dimension and project names as the other dimension.

♦ Decisions was made by the functional unit hierarchy.

integrated product development

♦ combining individuals from different functional groups into an interdisciplinary work unit empowered with separate channels of accountability

♦ 组合不同功能小组的人，形成一个各负其责的综合团队。

Accountability Modeling

♦ a team is any collection of people responsible for producing a given result.

♦ a stakeholder is anyone affected by that result or the way in which the result is achieved.

♦ the process involves a continuing exchange of accountings and consequences,with the goal of doing only what makes sense for both the team and the stakeholders.– accountings means a report of what you have done,ar

e doing,or plan to do.

Accountability Modeling

♦ the model was applied to the design of management systems and to team operating procedures,replacing independent behaviors with interdependence,emphasizing"being good rather than looking good"

required practices

♦ weekly one-hour team status review♦ to reinforce the notions of responsibility an

d accountability,– each personal action item had explicit closure

criteria and was tracked to completion.♦ An action item could be assigned to a tea

m member or a stakeholder,and often invlolved clarifying issues or requirements,providing missing information reconciling conflicts.

roadmap

♦ a roadmap was used during the weekly reviews as an overview of the progress to be dicussed. "today" line shows current status.

progress tracking

♦ For each activity,progress was tracked using an appropriate evaluation or performance method.– cost estimation,critical path analysis,or sched

ule tracking

♦ Earned value was used as a common measure for comparing progress on different activities.– relative to overall effort/the final size

performance and problem tracking

♦ once part of a product was completed,its progress was no longer tracked.

♦ instead,its performance was tracked,and problems wer recorded.

♦ Each problem was assigned a priority by the stakeholders

♦ top five problems was discussed in weekly review meeting.– why problem occurred?– what work-arounds could be put in place?– how similar problems could be prevented in the future?

hand-off model

♦ accountability model tell nothing about coordination among different teams.

♦ built software to catalog and track the hand-offs from one team to another,so that could understand who was waiting for action or products from them.– Trac ticket as a example

summary for accountabilty model

♦ it provided a mechanism for communication and coordination

♦ it encouraged risk management– especially by forcing team members to exami

ne problems in review meetings.

♦ it integrated progress reporting with problem solving.

Anchoring Milestones

♦ three milestones common to all software development processes that can serve as a basis for both technical process and project management:– life-cycle objectives - 我们要做什么？– life-cycle architecture - 我们怎么做？– initial operational capability - 可以使用了哦

life-cycle objectives

♦ Objectives目的 : Why is the system being developed为什么要开发这个系统 ?

♦ Milestones and schedules里程碑和进度 : What will be done by when?什么时候做些什么事情

♦ Responsibilities责任 : Who is responsible for a function由谁来负责某个功能 ?

♦ Approach方法 : How will the job be done, technically and managerially从技术上和管理上怎样进行这项工作 ?

♦ Resources资源 : How much of each resource is needed每项资源需要多少 ?

♦ Feasibility可行性 : Can this be done, and is there a good business reason for doing it?这样做可行吗，或这样做有一个好的商业理由吗？

life-cycle architecture

♦ the life-cycle architecture is coordinated with the life-cycle objectives.

♦ the purpose of the life-cycle architechture is defining both the system and the software architectures,the components of which we will study in Chapters 5,6 and 7.

initial operational capability

♦ the key elements of the initial operational capability are the readiness of the software itself,the site in which the system will be used,and the selection and training of the team that will use it.

项目管理之道♦ 项目管理中的山与水♦ 稳步推进与系统平衡♦ 仁者乐山，智者乐水

自信人生两百

年会当击水三千

里

谢谢大家！

ReferencesPfleeger, Shari. L., Software Engineering: Theory and Pratice(Second Edition), Higher Education Press, 2001软件工程—实践者的研究方法（ Software Engineering-A Practitioner’s Approach ） ; ( 美 ) Roger S. Pressman 著； 机械工业出版社 ISBN： 7-111-07282-0http://code.google.com/p/advancedsoftwareengineering/