軟件項目管理(新)ppt課件

1、軟件工程管理引見ObjectivesDefine the scope of software project managementUnderstand some problems and concerns of software managersDefine the usual stages of software projectAppreciate the need for careful planning,monitoring and controlIdentify the stakeholders of a project and their objectivesDefine the s

2、uccess criteria for a project為什么說軟件工程管理是重要的比別的工程多花錢的問題。A lot of money is at stake with(危險) ICT projects.勝利率不高P2統(tǒng)計資料闡明工程管理重要。The National Audit Office in the UK, for example, among other factors causing project failure identified lack of skills and proven approach to project management and risk manag

3、ement.ICT (Information and Communication Technology)What is a projectA planned activityProject most likely lie between routine jobs and exploration (p2)工程的特點：Non-routine tasks are involvedPlanning is requiredSpecific objectives are to be met or a specified product is to be createdThe project has a p

4、redetermined time spanWork is carried out for someone other than yourselfWork involves several specialismsWork is carried out in several phasesThe resources that are available for use on the project are constrainedThe project is large or complexSoftware projects versus other types of projectInvisibi

5、lityComplexityConformityFlexibility Activities covered by software project managementThe feasibility study ( Is it worth doing? )Planning ( How do we do it ? )For a large project, we would not do all our detailed planning right at the beginning. We would formulate an outline plan for the whole proje

6、ct and a detailed one for the first stage. More detailed planning of the later stages would be done as they approached. This is because we would have more detailed and accurate information upon which to base our plans nearer to the start of the later stages.Project execution ( Do it )The execution o

7、f a project often contains design and implementation sub-phases. Planning and design can be confused because at the most detailed level, planning decisions are influenced by design decisions. For example, if a software product is to have five major components, the it is likely that there will be fiv

8、e sets of activities that will create them.The ISO 12207 software development life cycleP6 Figure 1.3Architecture design This maps the requirements to the components of the system that is to be built. At the system level, decisions will need to be made about which processes in the new system will be

9、 carried out by the user and which can be computerized. This design of the system architecture thus forms an input to the development of the software requirements. A second architecture design process then takes place which maps the software requirements to software components.Plans, methods and met

10、hodologiesA method relates to a type of activity in general, a plan takes that method and converts it to real activities, identifying for each activity:Its start and end dates;Who will carry it out;What tools and materials will be used.Software test planAnalyse the requirements Devise and write test

11、 cases that will check that each requirement has been satisfiedCreate test scripts and expected results for each test caseCompare the actual results and the expected results and identify discrepancies(不一致).What is management?Management involves the following activities:Planning - deciding what is to

12、 be done;Organizing making arrangements;Staffing selecting the right people for the job etc.Directing giving instructions;Monitoring checking on progress;Controlling taking action to remedy(補救) hold-upsInnovating(創(chuàng)新) coming up with new solutionsRepresenting liaising(堅持聯(lián)絡) with clients, users, develo

13、pers and stakeholders.Problems with software projectsManagers point of view:Poor estimates and plansLack of quality standards and measuresLack of guidance about making organizational decisionsLack of techniques to make progress visiblePoor role definition who does what?Incorrect success criteria.Sta

14、ffs point of view:Inadequate specification of workManagement ignorance of ICTLack of knowledge of application areaLack of standardsLack of up to date documentationPreceding activities not completed on timeLack of communication between users and techniciansLack of communication leading to duplication

15、 of workLack of commitment(承當義務) especially when a project is tied to one person who then movesNarrow scope of technical expertiseChanging statutory(法令的) requirementsDeadline pressureLack of quality controlRemote managementLack of trainingSetting objectivesProject steering committee or project manag

16、ement boardWhich has overall responsibility for setting, monitoring and modifying objectives.Sub-objectives and goalsThe mnemonic(記憶的) SMART is used to describe well-defined objectives:Specific Effective objectives are concrete(詳細的) and well defined. Vague aspirations(盼望) such as to improve customer

17、 relations are unsatisfactory. Objectives should be defined in such a way that it is obvious to all whether the project has been successful or not.Measurable Ideally there should be measures of effectiveness which tell us how successful the project has been.Achievable Relevant The objective must be

18、relevant to the true purpose of the project.Time constrainedStakeholders Different types of stakeholder may have different objectives and one of the jobs of the successful project leader is to recognize these different interests and to be able to reconcile(使調(diào)和) them.Theory W stands for everyone a Wi

19、nnerIt is important that stakeholders must be identified as early as possible, because you need to set up adequate communication channels with them right from the start.Management controlManagement, in general, can be seen as the process of setting objectives for a system and then monitoring the sys

20、tem to see what its true performance is.CHAP2 Step Wise: an overview of project planningThis chapter describes a framework of basic steps in project planning upon which the following chapters build.An outline of Step Wise planning activities0 Select project1 Identify project scope and objectives1.1

21、Identify objectives and measures of effectiveness in meeting them1.2 Establish a project authority1.3 Identify stakeholders1.4 Modify objectives in the light of stakeholder analysis1.5 Establish methods of communications with all parties2 Identify project infrastructure2.1 Establish relationship bet

22、ween project and strategic planning2.2 Identify installation standards and procedures2.3 Identify project team organizationAn outline of Step Wise planning activities (cont.1)3 Analyse project characteristics3.1 Distinguish the project as either objective- or product-driven3.2 Analyse other project

23、characteristics3.3 Identify high-level project risks3.4 Take into account user requirements concerning implementation3.5 Select general life-cycle approach3.6 Review overall resource estimates4 Identify project products and activities4.1 Identify and describe project products ( including quality cri

24、teria )4.2 Document generic product flows4.3 Recoginze product instances4.4 Produce ideal activity network4.5 Modify ideal to take into account need for stages and checkpoints5 Estimate effort for each activity5.1 Carry out bottom-up estimates5.2 Revise plan to create controllable activitiesAn outli

25、ne of Step Wise planning activities (cont.2)6 Identify activity risks6.1 Identify and quantify activity-based risks6.2 Plan risk reduction and contingency (kntindnsi，n.偶爾發(fā)生的事故, 不測事故 measures應變措施) where appropriate6.3 Adjust plans and estimates to take account of risks7 Allocate resources7.1 Identify

26、 and allocate resources7.2 Revise plans and estimates to take account of resource constraints8 Review/publicize plan8.1 Review quality aspects of project plan8.2 Document plans and obtain agreement9/10 Excute plan/lower levels of planningThis may require the reiteration of the planning process at a

27、lower level.Step 0: Select projectIt is outside the main project planning processFeasibility study It should have priority over other projects found to be worthwhileStep 1 Identify project scope and objectivesP24閱讀相關(guān)內(nèi)容Step 4.1 Identify and describe project products (or deliverables)P30 看圖 Figure2.2

28、A fragment of a product breakdown structure WBS for a system development taskP31 看圖 Figure2.3 A product breakdown structure (PBS) for the products needed to produce an invitation to tender Step 4.2 Document generic product flowsP32 看圖Figure 2.4 A fragment of a PFD for a software development taskStep

29、 4.4 Produce ideal activity networkP33 看圖Figure 2.5 An example of an activity networkConclusionIt is suggested that any planning approach should have the following elements:The establishment of project objectivesThe analysis of the characteristics of the projectThe establishment of an infrastructure

30、 consisting of an appropriate organization and set of standards, methods and toolsThe identification of the products of the project and the activities needed to generate those productsThe allocation of resources to activitiesThe establishment of quality controlsProject planning is an iterative proce

31、ss. As the time approaches for particular activities to be carried out they should be replanned in more detail.Chap 3 Programme management and project evaluationIn this chapter we will first look at the way in which projects can be grouped into programmes. We will then go on to see how the benefits

32、of projects and programmes can be identified and managed. Finally, some methods of evaluating the costs and benefits of individual projects will be explored.What is a programmeA group of projects that are managed in a coordinated way to gain benefits that would not be possible were the projects to b

33、e managed independently.Programme managementStrategic programmesSeveral projects together can implement a single strategy. 例如：兩個組織機構(gòu)的合并，會引起一系列的工程動作P43。 Each activity could be treated as a distinct project, but would be coordinated as a programme.Business cycle programmesThe collection of projects th

34、at an organization undertakes within a particular planning cycle is sometimes referred to as a portfolio(投資組合). 財經(jīng)年度中的工程群應按方案進展，不要競爭資源，不能影響下一財經(jīng)年度的工程。Infrastructure programmesA uniform infrastructure would allow the sharing of applications between departments where that was desirable, and would make

35、life easier for the central ICT function.Research and development programmesInnovative partnerships(創(chuàng)新同伴)P45 table3.1 Programme managers versus project managersManaging the allocation of resources within programmesProgramme managers will have concerns about the optimal use of specialist staff.Pools

36、of particular types of expertise:Software developersDatabase designersNetwork support staffWhich are shared between concurrent projectsDelays can mean that specialist staff are prevented from moving on to their next project. Programme management needs to be concerned with the continual monitoring of

37、 the progress of projects and the use of resources.Strategic programme managementA different form of programme management is where a portfolio of projects all contribute to a common objective. This objective might require changes to a number of different systems which until now have been largely sel

38、f-contained. The work to reorganize each individual area could be treated as a separate project, coordinated at a higher level as a programme.Creating a programmeThe programme mandate(正式授權(quán))The planning of a programme will be triggered by the creation of an agreed programme mandate which includes:The

39、 new services or capabilities the programme should deliverHow the organization will be improved by use of the new services or capabilityHow the programme fits with corporate goals and any other initiatives.A programme director who is in a prominent(顯著的) position within the oranization ought to be ap

40、pointed to provide initial leadership for the programe.The programme brief(概要)It will have sections setting out:A preliminary vision statement which describes the new capacity that the organization seeksThe benefits that the programme should createRisks and issuesEstimated costs, timescales and effo

41、rtCreating a programme(cont.1)The vision statementThe programme brief should have given the sponsoring group enough information to decide whether it is worth moving to a more detailed definition of the programme. This next stage will involve a lot of detailed planning work and would justify(證明有理) th

42、e setting up of a small team.A programme manager who would have day-to-day responsibility for running the programme could well be appointed. The programme manager is likely to be someone with considerable project management experience.This group can now take the vision statement outlined in the proj

43、et brief and refine and expand it. It should describe in deatil the new capability that the programme will give the organization. If estimates for costs, performance, and service levels cannot be provided, then there should at least be an indication of how they might be measured. For example, the he

44、adings under which costs will be incurred can be recorded. Creating a programme(cont.2)The blueprintBusiness models outlining the new processes requiredOrganizational structure inluding the numbers of staff required in the new systems and the skills they will need;The information systems, equipment

45、and other, ono-staff, resources that will be needed;Data and information requirements;Costs, performance and service level requirements;The buleprint will need to be supported by benefit profiles which estimate when the expected benefits will start to be realized following the implementation of the

46、enhanced capability.The management structure needed to drive this programme forward would also need to be planned and organized.A preliminary list of the projects that the programme will needprogramme portfolioStakeholder mapCommunications strategy and planAids to programme managementDependency diag

47、ramsPhysical and technical dependencies between projects. There will often be physical and technical dependencies between projects. For example, a project to relocate staff from one building to another might not be able to start until a project to construct a new building has been completed. Depende

48、ncy diagrams, which are very similar to activity networks at project level, can be used to show these dependencies. Where projects run concurrently in a programme and pass products between one another, the dependency diagrams could become very quite complicated.P49 figure 3.3Delivery planningThe cre

49、ation of a delivery dependency diagram would typically be a precursor前兆 to more detailed programme planning. As part of this planning, tranches 部分、階段 of projects could be defined. A tranche is a group of projects that will deliver their products as one step in the programme.P50 Figure 3.4 delivering

50、 tranches of project deliverablesBenefits managementIt encompasses圍繞 the identification, optimization and traking of the expected benefits from a business change in order to ensure that they are actually achieved.Define the expected benefits from the programmeAnalyse the balance between costs and be

51、nefitsPlan how the benefits will be achieved and measuredAllocate responsibilities for the successful delivery of the benefitsMonitor the realization of the benefitsBenefits types (p51)Mandatory compliance(強迫服從)Quality of serviceProductivityMore motivated workforce勞動大軍Internal management benefits (f

52、or instance, better decision making)Risk reduction EconomyRevenue(財政收入) enhancement/accelerationStrategic fitQuantifying benefitsBenefits can be: (p52)Quantified and valuedQuantified but not valuedIdentified but not easily quantified A particular activity might also have disbenefits. There can be co

53、ntroversy(爭辯) over a whether a buiness change will lead to the particular benefits claimed for it，for example that a new company logo will improve staff morale mr:l士氣. Some key tests have been suggested in order to sound out測探出 whether a putative(假定的) benefit is likely to be genuine:Can you explain

54、in precise terms why this benefit should result from this business change?Can you identify the ways in which we will be able to see the consequences of this benefit?If the required outcomes do occur, can they be attributed directly to the change or could other factors explain them?Is there any way i

55、n which the benefits can be measured?Cost-benefit analysisAssessment focuses on whether the estimated income and other benefits exceed the estimated costs. There might be more candidate projects than can be undertaken at any one time and, in any case, projects will need to be prioritized so that res

56、ources are allocated effectively.The difference between the total benefit and the total cost of creating and operating the system. To do this, we must express each cost and each benefit in some common unit, that is, as money.It is helpful to categorize costs according to where they originate in the

57、life of the project. (p54)Development costsSet up costsOperational costsBenefits, on the other hand, are often quite difficult to quantify in monetary terms even once they have been identified.Exercise 3.1 p54Cash flow forecasting預測現(xiàn)金流同樣重要Typically products generate a negative cash flow during their

58、 development followed by a positive cash flow over their operating life. There might be decommissioning退役costs at the end of a products life.The difficulty and importance of cash flow forecasting is evidenced by the number of companies that suffer bankruptcy破產(chǎn) because, although they are developing p

59、rofitable products or services, they cannot sustain an unplanned negative cash flow.P55 figure 3.5 typical product life cycle cash flowP56 table 3.2 four project cash flow projectionsCost-benefit evaluation techniquesRank the four projects in table 3.2 in order of financial desirability and make a n

60、ote of your reasons for ranking them.Net profitPayback periodThe payback period is the time taken to break even不盈不虧 or pay back the initial investment. Normally, the project with the shortest payback period will be chosen on the basis that an organization will wish to minimize the time that a projec