软件项目管理案例分析

IT项目管理案例分析TheGPSAuto-navigationSystemVerificationProject戴小卫Z090309289/25/2010REQUIREMENT1:ProjectOrganizationYouquicklybeganassemblingtheprojectplanningteam.Theteamwouldhaveresponsibilityfor:(1)developingtheprojectplanandschedule,(2)conductingthereliabtestingoftheguidancesystems,(3)conductingtheteardownauditandinterpretingthereand(4)reportingtheresultsoftheprojecttoSeniorManagement.Thisisyourproject.YourprojectteamconsistsofGailYU,ManagerofQualityEngineering,TomHUANG,ManagerofDesignandProductEngineering,JesseLIU,aseniorengineerfromProductManufacturing,andPeteDONG,aseniorengineerfromAdministrationresponsibleforcomponentpurchasingandincomingtestingofmaterials.Eachmemberofyouprojectteamhasaccesstowhateverresourcestheyneedtosupporttheproject.Thisisapriorityforthecompanyandyouhavebeenassuredthatyouwill“getwhateveryouneedtocompletetheproject”.YoudecidethatafirstorderofbusinessistodevelopaProjectCharter.Youwillinitialmeetinginonedaywiththeprojectmanagementteam.Thisiswhereyouwilldeveloprojectobjectives,roles,andresponsibilities.Youdecidetogoinwithadraftandhaveworkfromthere.Inpreparationforthismeeting,(a)developaninitialprojectcharter,项目名称：导航系统可靠性测试及模块分解审计项目起始时间：2010-9-1项目结束时间：2010-9-27项目目标：通过对5套导航系统的可靠性测试和模块审计，分别从工艺评估和工程设计分析去判断那些工艺上的缺陷对产品的影响。通过测试结果的说明去说服客户公司的产品设计和实现是可靠可信的。项目经理：DaixiaoweiReliabilityEngineeringManager项目成员：GailYU，ManagerofQualityEngineeringTomHUANG，ManagerofDesignandProductEngineeringJesseLIU，seniorengineerfromProductManufacturingPeteDONG，seniorengineerfromAdministrationresponsibleforcomponentpurchasingandincomingtestingofmaterials项目进程安排：1.设计测试计划和时间安排实施导航系统可靠性测试实施模块分解审计，说明审计结果分析测试和审计结果提交项目总结报告(b)developacompleteLinearResponsibilityChart,活动活动项目经理GailYUTomHUANGJesseLIUPeteDONG设计测试计划1，2，63，53，544实施导航系统可靠性测试1，1，2，61，3，53，53，5实施模块分解审计1，2，51，2，61，3，53，53，5分析测试和审计结果1，1，3，51，3，53，53，5编写提交项目总结报告1，23，53，544-Responsibility-Supervision-Mustbeconsulted-Maybeconsulted-Mustbenotified-Approvalauthority(c)completeastakeholderanalysis.REQUIREMENT2:NetworkPlanningfortheReliabilityTestingandWorkmanshipAuditingTheteamhasquicklydevelopedasequenceofmajoractivitiesfortheproject.TheseactivitiesarelistedinthetablebelowalongwithdurationsandpredecessorrelationshipsTaskTaskIDTaskNameDuration(days)Predecessor(s)AReliabilityTestingPlanning&Design5--BReviewofAuditDiscrepancies2ACJointConferencewithSeniorManagement1ADPhaseITearDownInspection:Electrical&MechanicalTesting2C,HEPhaseIITearDownInspection:Assembly,Components,andFabrication3DFAnalysisofTearDownAuditResults1EGTearDownInspectionPlanning&Design4--HTearDownInspectorBriefing,WorkspacePreparation,&ProcuduresDevelopment4B,GIReportingofTearDownAuditResults1FJProductionProceduresAudit&Evaluation6A,GKReliabilityTestPreparations2ALEnvironmentalLabandTestChamberPreparation1AMOperationalTestingofSystemsUnderFullLoad11K,LNReview,Analysis,&ReportingofReliabilityTestResults3MGiventhetableofprojectactivities:DevelopaCPMActivityonNodediagramfortheproject,Determinethecriticalpathandthedurationofthecriticalpathfortheproject,CPM为AKMN，总项目时间为21天。(c),WhatconclusionscanyoudrawfromtheCPMdiagram?,从定义出的关键路径可以看出，整个项目的主要工作量和成本集中在可靠性测试中，只有保证可靠性测试按时完成，整个项目才不会出现延误，通过追踪关键路径可以平衡整个项目的进度。Discusstheassumptions,limitations,andimplicationsforusingtheCPMasanapproachschedulingthisproject?由于该项目对成本并无要求，但是对时间和资源都有比较严格的控制要求，可以通过关键路径法对项目进度和项目所需资源进行优化，同时由于关键路径法本身的缺点所导致的局限性，诸如：各个活动的优先级并不明显，各个活动的时间经常需要利用概率分布来估计时间点，有可能会出现偏差，如果遇到确实无法确定的工作，管理团队应该在项目运作中进行充分的分析并做出相应的调整，此时的网络计划就显得非常无力。REQUIREMENT3:PERTasamethodtoscheduletheProjectYouwanttodevelopamorerealisticestimatefortheprojectschedule.Therefore,youhavrequestedthatyourprojectteamdevelopPERTbasedestimatesforprojectdurations.ThefollowingtablehasbeenprovidedwiththePERTdata:TaskIDTaskIDOptimisticDuration(days)MostLikelyDuration(days)PessimisticDuration(days)Predecessor(s)A456--B128AC111AD128C,HE339DF115EG345--H3411B,GI115FJ467A,GK122AL112AM101112K,LN234MGiventhetableofprojectactivities:DevelopaPERTActivityonNodediagramfortheproject(ThisdiagrammustspecifytcriticalpathanddurationoftheCP,通过PERT分析的关键路径可知完成整个项目可能需要24个工作日Constructatablewhichidentifies:Activity,duration,EarlyStart,EarlyFinish,LaLateFinish,andSlack(Float),andActivityStandardDeviation(roundto1decimalpl*起始工作日为1，表格中所填数据都已工作日为单位WhatcanyouconcludeabouttheprojectdurationfromanalysisofthePERTnetworkdiagram?,通过PERT分析关键路径我们可知对于分解模块审计决定了整个项目的进程。因此如果能够控制对分解模块审计的时间就可以有效地缩短整个项目所需要的时间WhataretheprimaryconcernsthataPMmustconsiderinusingPERTforprojectscheduling?利用PERT进行项目管理调度主要考虑时间的不确定性，重点在于对时间的控制，在已知乐观时间，悲观时间和最可能时间的前提下，通过公式计算出期望时间最后确定关键路径。REQUIREMENT4:RiskManagementJamesTANisconcernedaboutthefailureintheproject.Thereisagreatdealatstakefocompany,nottomentionhiscareer.Heapproachesyouandsaysthatheheardthat,“RiskManagementisanapproachthatcantotallyiminateprojectfailure.”l Basedonyourknowledgeofriskmanagementandthecasesituation:discussthestatementmadebyJamesTAN,JamesTan的论断是不全面的。风险管理的主要目的是在项目管理过程中识别风险和控制风险。通过对风险的转移、防范、避免、降低和利用五种策略可以有效的进行风险管理。在任何项目中都存在着风险，风险是一种不确定性，风险可能会导致项目的失败，有效的风险管理可以降低这种可能性。但是项目失败不一定都是风险因素造成的。所以风险管理不能完全消除项目失败的可能性。但是能够有效的降低这种可能性。identi