PM-项目管理-2基础

1、Project, PM and Software PMCollege of Computer1AgendaPMConception概念PMBOKs ContentsPMBOK的内容Tools工具Phase and ProcessPhase阶段Process过程Organization组织Commitment义务SPMConception概念Classification分类Challenge挑战Problems Solving问题解决2项目管理基础3What is Project ?PMI definition项目 “是为了实现一个独特目的(产品或服务)而进行的临时性任务” (PMBOK Gui

2、de 2000, p. 4)目标性、相关性、周期性、独特性、约束性、不确定性、结果的不可逆转性A project is an inter-related set of activities whose combined performance within a limited period of time accomplishes certain desired objectives.4What is Project ?Dictionary definition = “a planned activity”planned - know how to carry out a task befor

3、e you startactivity - non-routine task- specific objective or product - pre-determined time span - involves specialisms - resources are constrained- Multiple stakeholders - complex and large5What is a Project?By a strict definition, we will consider a project as:a one time efforthaving defined start

4、ing and end dateshaving a specified objective and scope of work to be performedproducing a unique product or servicesolving a problem or addressing a needhaving a set budgetbeing performed by a temporary organizationBeing led by one ultimately accountable individualSoftware projects are temporaryorg

5、anizational units6Attributes of projectsAttributes of projectsunique purpose目的的唯一性Temporary临时性require resources, often from various areas资源should have a primary sponsor and/or customer发起人/用户involve uncertainty不确定性7项目的典型特征Limited (often highly constrained) durationUncertainty regarding work required,

6、 methods, durations, and costsComplex sequencing requirements among activitiesLarge projects are often composed of multiple smaller projectsOften constrained resources availability and uneven workload目标性、相关性、周期性、独特性、约束性、不确定性、结果的不可逆转性8项目的典型特征Temporary project organization/team with members drawn from

7、 various disciplines, functional areas, and organizationsProject manager lacks formal, permanent authority with respect to team membersPotential for changing priorities, miscommunication, confusion, and conflict.目标性、相关性、周期性、独特性、约束性、不确定性、结果的不可逆转性9项目分类 improving改善 Contract契约 Development发展Source from e

8、nterprise strategy企业策略Source from contract契约Source from efficiency 效率requirement需求10Big Project， Project and subprojectBPP2P1SP2SP111Project is anywhereMoving houseSolution ShowcaseLily weddingOA Training12Samples of IT ProjectsNorthwest Airlines developed a new reservation system called ResNet Many

9、 organizations upgrade hardware, software, and networks via projects Organizations develop new software or enhance existing systems to perform many business functionsNote: “IT projects” refers to projects involving hardware, software, and networks13Samples of Non-IT ProjectsConstructing a new buildi

10、ngDeveloping a new productPerforming a major research studyPlanning/holding a major event like a wedding, family reunion, etc.Your examples?Note: Try to think of projects that involve several people with different backgrounds14能够受益于项目的行为类型Consider the following activities, do they require PM.Cooking

11、 in a restaurantWriting a bookInstalling a new version of a word processing package Installing a new version of a word processing package in an organizationGetting married日常事务工作试探成果不确定15项目管理的三项约束Every project is constrained in different ways by its范围目标: What is the project trying to accomplish?进度目标:

12、 How long should it take to complete?成本目标: What should it cost?成果的项目管理就意味着同时实现这三个目标，并能够让发起人满意16项目管理的三项约束174 basic building block of PMC = function(P, S, T)C = Cost成本P = Performance履行能力S = Scope范围T = Time进度STCP18项目的5个主要角色 (Humphrey 2000)Team leaderDevelopment leaderPlanning mgr.Quality/process mgr.Su

13、pport mgr. Project = event(cultural, engineering)Cultural：项目承担组织的企业文化19四个项目维度PeopleProcessProductTechnology20Trade-off Triangle平衡三角从 快、廉价、好，三者中选择两个 你的选择是？21Trade-off Triangle平衡三角Know which of these are fixed & variable for every project了解每个项目中的变和不变22PM的挑战任务People management人员管理Managing project cultu

14、re项目文化管理Understanding each team member and stakeholdersMatch roles to peopleTeam managementProfessional developmentTechnical skillsCASE toolsManagement techniqueMeasurement, software process assessmentProject managementTracking individual time and effort (Do not be a police)Individual spreadsheet, o

15、rPersonal software process (PSP), Fig 1.4 page 16.PSP studio is Free and available on Web site 23主要行为可行性研究 Investigate whether a project is worth doingE.g. economic evaluation计划编制For a large project, outline for whole project + detailed plan for the 1st stage. 项目实施Design = think and decide about pre

16、cise form of the products (e.g. external appearance of software: -user i/f, -internal architecture.)可行性研究计划编制项目实施Is it worth doing?How do we do it?Do it!Designimplement24What Is Management?Management is concerned with planning and coordinating the activities of others to achieve goals that cannot be

17、 achieved by individuals acting alone一般认为，管理包括计划、组织、人力资源、控制、沟通等行为25What is management?基本的管理包括下列行为:Planning计划- deciding what is to be doneOrganizing组织- making arrangementsStaffingHR- selecting the right people for the jobDirecting指导- giving instructionsMonitoring检视- checking on progressControlling控制-

18、 taking action to remedy hold-upsInnovating创新- coming up with new solutionsRepresenting反馈- liaising with users, etc.26Management control & cyclereal worldcollectdataprocess datadefineobjectivesmakedecisionsmodelingimplementdecisionsactions(1)(2)(3)(4)(5)(5a)(6)27IT project versus other typesThe char

19、acteristics of IT/SW projects that differentiate them from other types of projects:非可见: no physical artifact, e.g. bridge, building, road, to be seen as progressing高度复杂: more complexity measured in term of per money spent一致的: physical mat. governed by certain laws, but SW has to conform to requireme

20、nts of human (inconsistency of individual and organizational stupidity)无定解: the strength of “can be changed” sets the expectation that, where necessary, software will change to accommodate others28The 2001 Standish Group Report Showed Decided Improvement in IT Project Success Rates From the 1995 Stu

21、dyTime overruns significantly decreased to 63% compared to 222%Cost overruns were down to 45% compared to 189%Required features and functions were up to 67% compared to 61%78,000 U.S. projects were successful compared to 28,00028% of IT projects succeeded compared to 16%29Why the Improvements? “The

22、reasons for the increase in successful projects vary. First, the average cost of a project has been more than cut in half. Better tools have been created to monitor and control progress and better skilled project managers with better management processes好的项目管理依赖于好的管理过程 are being used. The fact that

23、there are processes is significant in itself.“* The Standish Group, CHAOS 2001: A Recipe for Success (2001)30成功者是如何做的Companies that excel in project delivery capability:Build an integrated project management toolbox (use standard/advanced PM tools, lots of templates)Grow competent project leaders, e

24、mphasizing business and soft skillsDevelop streamlined, consistent project delivery processesInstall a sound but comprehensive set of project performance metricsDragan Milosevic, Portland State University, “Delivering Projects:What the Winners Do,” PMI Conference Proceedings, November 200131项目管理的优势B

25、etter control of financial, physical, and human resourcesImproved customer relationsShorter development timesLower costsHigher quality and increased reliabilityHigher profit marginsImproved productivityBetter internal coordinationHigher worker morale32What is Project Management? Project management i

26、s “在项目活动中运用专门的知识、技能、工具和技术，使项目能够实现或超过项目利益相关者的需要和期望。” (PMI*, Project Management Body of Knowledge (PMBOK Guide), 2000, p. 6)*The Project Management Institute (PMI) is an international professional society. Their web site is . 33What is Project Management?“Project Management is the planning, scheduling

27、 and controlling of project activities to achieve project objectives.” (Lewis 1995)“PM is the planning, organizing, directing, and controlling of company resources for a relatively short-term objective that has been established to complete specific goals and objectives.” (Kerzner, 1998)34What is Pro

28、ject Management?The systemic process of selection, design, execution, control, evaluation, and termination of a project to meet project objectives and customer expectations within allocated cost, time, resource, and performance constraints (Keating, 1998). “Project management is the art of creating

29、the illusion that any outcome is the result of a series of predetermined, deliberate acts when, in fact, it was dumb luck.” (Kerzner, 1998)YOUR DEFINITION HERE 35Project Management and Other DisciplinesPractice：实践。即相关知识指导下的工程或管理活动。36Software Project Management37Project Management Framework389 PM Kno

30、wledge AreasKnowledge areas describe the key competencies that project managers must develop4个和项目品质有关的核心知识领域 (scope, time, cost, and quality)4 个有助于项目成功的辅助功能知识领域 (human resources, communication, risk, and procurement management)1 个实施整体功能的项目综合管理的知识领域 (affects and is affected by all of the other knowle

31、dge areas)39项目管理的环境和过程40 Project Management ModelOrganizationalValuesBusinessGoalsOperationalNeedsQuality,On Time,On Budget,WorksProject ManagementDefinitionPlanningEstimating ScheduleRiskAssessTrainingImplementAdmin.Control &ReportingAuditProject Management & Leadership41系统管理的三维模型42What is Phases ?

32、Attributes of PhasesDeliverable有期限Checkable可检查phase exits, stage gates, kill points. 阶段入口、出口和终止点可以被用来完成阶段的管理评审。43Project Phases and the Project Life CycleA project life cycle is 项目阶段的集合Project phases vary by project or industry, but some general phases includeConcept定义Development开发Implementation实施Su

33、pport支撑44Phases of the Project Life Cycle45Product Life CyclesProducts also have life cyclesThe Systems Development Life Cycle (SDLC) 这是一个用来描述信息系统开发和维护工作不同阶段的框架。也称为系统开发生命周期Typical SDLC phases include planning, analysis, design, implementation, and support46Sample SDLC ModelsWaterfall瀑布 model: has we

34、ll-defined, linear stages of systems development and supportSpiral螺旋 model: shows that software is developed using an iterative or spiral approach rather than a linear approachIncremental release渐进 model: provides for progressive development of operational softwareRAD model: used to produce systems

35、quickly without sacrificing qualityPrototyping原型 model: used for developing prototypes to clarify user requirements47软件开发的螺旋模型 (Boehm, 1988)48项目生命周期和产品生命周期的区别The project life cycle applies to all projects, regardless of the products being producedProduct life cycle models vary considerably based on

36、the nature of the productMost large IT projects are developed as a series of projectsProject management is done in all of the product life cycle phases49Project Management 5 Process Groups项目管理可被看成是一个过程环项目管理的过程组包括：initiating processesplanning processesexecuting processescontrolling processesclosing p

37、rocesses50Project Phase Process GroupsInitiatePlanControlExecuteCloseProject Phase51一个项目周期内重叠的项目过程组 (PMBOK Guide, 2000)52项目过程组、项目活动和项目知识领域之间的关系53项目过程组、项目活动和项目知识领域之间的关系(续表)54The Project Life Cycle55“A” Project Life CycleDefinitionConceptDesignDevelopmentApplicationPost-CompletionEffortTime5657Project

38、 Management Tools and Techniques58Project Management Tools and TechniquesProject management tools and techniques assist project managers and their teams in various aspects of project managementSome specific ones includeProject Charter契约 and WBS工作分解结构 (scope)Gantt charts, network diagrams, critical p

39、ath analysisCPM, critical chain scheduling (time)Cost estimates成本预估 and earned value收益 management (cost)59一个企业内部互联网项目构架图的例子60Sample Gantt ChartThe WBS is on the left, and each tasks start and finish dateare shown on the right using a calendar timescale.61Sample Network Diagram Each box is a project

40、task from the WBS. Arrows show dependenciesbetween tasks. The bolded tasks are on the critical path. If any tasks on thecritical path take longer than planned, the whole project will slip unless something is done.62Sample Earned Value Chart63BUT项目管理不能忽视市场和领导层的作用In addition to using appropriate PM to

41、ols and techniques, PMs must use业务技能: financial analysis, problem-solving, decision-making领导技能: negotiation, team-building沟通技能: listening, speaking, writing, presenting64但也不能过分强调使用项目管理软件You cant use PM software well if you dont understand fundamental PM concepts“A fool with a tool is still just a fo

42、ol.”65你可以将项目管理应用到很多领域Project management applies to work as well as personal projectsProject management applies to many different disciplines (IT, engineering, construction, finance, sports, event planning, etc.)Project management skills can help in everyday life, especially in properly scoping proje

43、cts and dealing with different stakeholders66Software Project Management67Software Project ManagementSoftware Project Management is the art & science of working with and through others to develop and modify software artifactsthat are pleasing to users and customers and that aredeveloped in an econom

44、ical and timely manner and that can be maintained efficiently and effectively 68软件开发的特征Software Requirements Change FrequentlyDisrupting Schedules, Budgets, and Other PlansSoftware Is an Intangible, Mostly Invisible EntityMaking It Difficult to Assess ProgressSoftware May Be Obtained From Several So

45、urcesCustom Software: Developed In-house or SubcontractedCommercial Off-the-shelf (COTS): Vendor-providedReused: Previous System; Libraries (In-house or Open Source)Software Is Procured, Developed and IntegratedBy Teams of IndividualsWorking in a Closely Coordinated MannerTo Develop Intellectual Wor

46、k ProductsFor Customers and Users They May Have Never MeetOften in an Environment of Hardware & Other Software That May Not Be Stable or Well-defined.69项目成功的标准(criteria)产品能够满足用户的期望Meets requirements specs (functional, environmental, quality, perform. )产品能够按期交付并在预期成本内Development milestones, progress

47、visibility, collaboration (“win-win”)供应商产生利润，获得发展能力Effective project support infrastructure in placeProcesses: efficient, tolerant to change, collaborative, understood by stakeholdersWhat are your organizations success criteria?What are your personal success criteria?70人月神话: Brooks “20余年畅销不衰的经典”The

48、Mythical Man-Month 弗雷德里克.布卢克斯 清华大学出版社程序员似乎总是乐观的Estimates often unreliable, plans uncertain人月不能互换Except if tasks can be partitioned among many workers with no dependencies, communications or other overheads再多的投入似乎都无法阻止项目的延期The bearing of a child takes nine months, no matter how many women are assigne

49、d71Basili, Booch, Brown, Demarco, Evans, Jones, Lister, Manzo, Mazzuchelli, McCabe, McGrath, Pressman, Putman, Yourdon *Arlie Councils 最好与最差的标准Best PracticesFormal Risk ManagementUser Manual as a SpecificationInspections, Reviews & WalkthroughsMetrics-Based Scheduling/TrackingBinary Quality GatesPro

50、gram-Wide Visibility (Plans/Progress)Defect TrackingSeparate Specs f. H/W & S/WPeople-Aware ManagementWorst PracticesNew technologies to compress schedulesSpecifying technology in the RFPUsing Unproven “silver bullets”Recovering schedule w/o down-scopingOut-of-control items on critical pathExpecting breakthrough performancesAll project complexity in custom softwarePartitioning HW/SW without expertiseFormal reviews - project visibility*Key softwa