第五講軟件項(xiàng)目計(jì)劃概述

1、軟件項(xiàng)目計(jì)劃概述2014-2-281復(fù)習(xí)：項(xiàng)目的定義項(xiàng)目是為完成某一獨(dú)特的產(chǎn)品、服務(wù)或成果所做的一次性努力。A project is a temporary endeavor undertaken to create a unique product, service, or result. (PMBOK) 復(fù)習(xí)：項(xiàng)目管理的定義項(xiàng)目管理(PM)就是在項(xiàng)目活動(dòng)中運(yùn)用相關(guān)知識(shí), 技能, 工具和技術(shù)滿足項(xiàng)目的要求。Project management is the application of knowledge, skills, tools, and techniques to project a

2、ctivities to meet the project requirements. (PMBOK)項(xiàng)目經(jīng)理顧客執(zhí)行組織項(xiàng)目發(fā)起者 甘特圖、Microsoft Project等客戶滿意復(fù)習(xí)：項(xiàng)目管理的圖示化復(fù)習(xí)：項(xiàng)目管理的知識(shí)領(lǐng)域項(xiàng)目集成管理 Project Integration Management項(xiàng)目范圍管理 Project Scope Management項(xiàng)目時(shí)間管理 Project Time Management項(xiàng)目成本管理 Project Cost Management項(xiàng)目質(zhì)量管理 Project Quality Management復(fù)習(xí)：項(xiàng)目管理的知識(shí)領(lǐng)域項(xiàng)目人力資源管理 Pr

3、oject Human Resource Management項(xiàng)目溝通管理 Project Communications Management項(xiàng)目風(fēng)險(xiǎn)管理 Project Risk Management項(xiàng)目采購(gòu)管理 Project Procurement Management項(xiàng)目利益相關(guān)者管理 Project Stakeholder Management啟動(dòng)計(jì)劃執(zhí)行控制收尾計(jì)劃執(zhí)行控制啟動(dòng)收尾項(xiàng)目管理的五個(gè)過(guò)程組 (PMBOK)項(xiàng)目論證計(jì)劃執(zhí)行控制啟動(dòng)收尾該項(xiàng)目值得做嗎？復(fù)習(xí)：成本效益評(píng)價(jià)技術(shù)凈利潤(rùn)(Net Profit)回收期(Payback Period)投資回報(bào)率(Return On I

4、nvestment, ROI)凈現(xiàn)值(Net Present Value, NPV)內(nèi)部回報(bào)率(Internal Rate of Return, IRR)軟件項(xiàng)目計(jì)劃概述計(jì)劃執(zhí)行控制啟動(dòng)收尾項(xiàng)目計(jì)劃項(xiàng)目計(jì)劃的重要性PMI：作為零售攤位成功的關(guān)鍵要素： 位置、位置、位置項(xiàng)目計(jì)劃的重要性PMI：項(xiàng)目成功的三大要素（法寶）：計(jì)劃、計(jì)劃、計(jì)劃計(jì)劃是通向項(xiàng)目成功的路線圖時(shí)間資源投入開發(fā)工作計(jì)劃性工作協(xié)調(diào)性工作沒有計(jì)劃性的情況時(shí)間資源投入開發(fā)工作計(jì)劃性工作協(xié)調(diào)性工作有計(jì)劃的情況步進(jìn)式計(jì)劃活動(dòng)框架圖步進(jìn)式策劃活動(dòng)框架圖0.Select project 1. Identify project objectiv

5、es2. Identify projectinfrastructure3. Analyzeproject characteristics4. Identify products and activities 5. Estimate effort for activity 8. Review/ publicizeplan 6. Identify activityrisks 7. Allocateresources 9. Execute plan 10. Lower levelplanning ReviewLowerleveldetailFor each activity項(xiàng)目計(jì)劃的三個(gè)關(guān)鍵步驟任務(wù)

6、分解（WBS）工作量估計(jì)資源、進(jìn)度安排項(xiàng)目計(jì)劃書項(xiàng)目計(jì)劃書關(guān)鍵：進(jìn)度計(jì)劃甘特圖Henry Laurence Gantt,18611919科學(xué)管理運(yùn)動(dòng)的先驅(qū)者之一人際關(guān)系理論的先驅(qū)者之一甘特圖發(fā)明于第一次世界大戰(zhàn)期間，是當(dāng)時(shí)管理技術(shù)上的一次革命其它貢獻(xiàn)：提出了任務(wù)和獎(jiǎng)金制度； 強(qiáng)調(diào)對(duì)工人進(jìn)行教育的重要性項(xiàng)目計(jì)劃課程安排任務(wù)分解與工作量估計(jì)關(guān)鍵路徑法（CMP）程序評(píng)價(jià)評(píng)審技術(shù)（PERT）：風(fēng)險(xiǎn)關(guān)鍵鏈法（CCPM）：資源任務(wù)分解Defining activitiesA project is:Composed of a number of activitiesMay start when at lea

7、st one of its activities is ready to startCompleted when all its activities are completed23Defining activities-continuedAn activityMust have clearly defined start and end-pointsMust have resource requirements that can be forecast: these are assumed to be constant throughout the projectMust have a du

8、ration that can be forecastMay be dependent on other activities being completed first24Identifying activitiesWork-based methodProduct-based methodHybrid method25Work-based methodBrainstorming (頭腦風(fēng)暴)Work Breakdown Structure (WBS, 工作分解結(jié)構(gòu)) 26Work Breakdown Structure27Work Breakdown Structure上下層次之間的關(guān)系注意層次的深度只有最底層的葉子節(jié)點(diǎn)構(gòu)成了項(xiàng)目的活動(dòng)集合WBS可以隨著項(xiàng)目的進(jìn)展而細(xì)化28Product-based approachList the deliverable and intermediate products of project product breakdown structure (PBS)Identify the order in which pro