PM項(xiàng)目管理1概述課件

17四月2024PM項(xiàng)目管理1概述Agenda-本章需要解決的問題WhyneedProjectManagement？PM&SoftwarecharacteristicsProblemsinSWdevelopmentandSPMChallengeofSWdevelopmentPM項(xiàng)目管理1概述2現(xiàn)代管理的三個(gè)熱點(diǎn)：戰(zhàn)略管理項(xiàng)目管理運(yùn)作管理就一個(gè)組織的管理而言，應(yīng)該包括三個(gè)部分。1.戰(zhàn)略管理：從宏觀上明確和把握發(fā)展方向2.運(yùn)作管理：對(duì)日常的、重復(fù)性工作的管理3.項(xiàng)目管理：對(duì)一次性的、創(chuàng)新性工作的管理由于項(xiàng)目管理的效率高、反映靈敏，所以運(yùn)用的企業(yè)更多。PM項(xiàng)目管理1概述3Moredregsprojectofbeancurd？Illogicalobjective（時(shí)間）jerry-build（成本）Subcontract（手續(xù)）Notrefundloan？RiskManagement(風(fēng)險(xiǎn))MoreUnsuccessfulinfoingproject？Backbonejob-hopping，manpoweralteration(人力資源)Requirementschanged（范圍）Why？PM項(xiàng)目管理1概述4In21st,everythingisproject,orisbecomingProject…PaulGracePresidentofPMIProfessionalscertificationcommitteePM項(xiàng)目管理1概述5Important2jobsforfuturesTechniquesinnovation技術(shù)革新的典范-優(yōu)選法Projectmanagement沒有項(xiàng)目管理就沒有現(xiàn)代產(chǎn)業(yè)HuaLuogeng華羅庚PM項(xiàng)目管理1概述646%26%28%SuccessUSStandishGroup,對(duì)1999年當(dāng)年軟件項(xiàng)目的統(tǒng)計(jì)failingStatisticsofSuccessandfailingforITProject有問題的項(xiàng)目Overbudget,overtimeEtc.PM項(xiàng)目管理1概述7PMHistory項(xiàng)目管理，遠(yuǎn)自幾千年前的人類文明，近如現(xiàn)代工業(yè)領(lǐng)域。例如GreatWallofChina,EgyptianPyramids(金字塔)

航空航天工程項(xiàng)目and建筑工程項(xiàng)目PM項(xiàng)目管理1概述8HistoryofProjectManagementModernprojectmanagementbeganwiththeManhattanProject,whichtheU.S.militaryledtodeveloptheatomicbombIn1917HenryGanttdevelopedtheGanttchartasatoolforschedulingworkinjobshopsIn1958,theNavydevelopedPERTchartsInthe1970s,themilitarybeganusingprojectmanagementsoftware,asdidtheconstructionindustryBythe1990s,virtuallyeveryindustrywasusingsomeformofprojectmanagement1985:TQM1990-93:Re-engineering,self-directedteams1996-99:Riskmgmt,projectoffices2000:M&A,globalprojectsPM項(xiàng)目管理1概述9PMdevelopmentCPM,PERTNowPMapplicationsismoreandmorePeoples,customer-oriented,softmanagementPM項(xiàng)目管理1概述10ProjectManagementKnowledgeContinuestoGrowandMaturePMIlaunchedtheirCenterforPMKnowledgeandWisdominDecember2001PMIhostedtheirfirstresearchconferenceinJune2000inParis,France,secondoneinJuly2002ThePMBOKGuide–2000EditionisanANSIstandard,andPMI’scertificationdepartmentearnedISO9000certificationHundredsofnewbooks,articles,andpresentationsrelatedtoprojectmanagementhavebeenwritteninrecentyearsPM項(xiàng)目管理1概述11HowProjectManagement(PM)RelatestoOtherDisciplinesMuchoftheknowledgeneededtomanageprojectsisuniquetoPMHowever,projectmanagersmustalsohaveknowledgeandexperienceingeneralmanagementtheapplicationareaoftheprojectProjectmanagersmustfocusonmeetingspecificprojectobjectivesPM項(xiàng)目管理1概述12PMTripleConstraint每一個(gè)項(xiàng)目都會(huì)受到范圍目標(biāo)、時(shí)間目標(biāo)和成本目標(biāo)的約束這三個(gè)目標(biāo)又經(jīng)常存在沖突，一個(gè)合格的項(xiàng)目經(jīng)理，其責(zé)任之一就是平衡三者的關(guān)系在此過程中，由于項(xiàng)目的不確定性和資源使用的競爭性，平衡往往成為權(quán)衡因此，成功的項(xiàng)目管理，就意味著同時(shí)實(shí)現(xiàn)范圍、時(shí)間和成本三個(gè)目標(biāo)，并讓項(xiàng)目利益相關(guān)者滿意！PM項(xiàng)目管理1概述13Inwhatwaysdomodernprojectsdifferfromancientprojects?現(xiàn)代人們對(duì)項(xiàng)目及其管理有一些什么樣的認(rèn)識(shí)和做法？PM項(xiàng)目管理1概述14ProjectsmaybeunderaFunctionalOrganizationMatrixOrganizationProjectOrganizationPM項(xiàng)目管理1概述15FivefunctionsofthePMPlanningOrganizingLeadershipControlChangePM項(xiàng)目管理1概述16ClassicalApproachAssumesthereisauniversalsetofmanagementprinciples采用公認(rèn)的管理原則BehavioralApproach:emphasisonhumanaspects強(qiáng)調(diào)人性化SystemApproach采用系統(tǒng)論的方法PM項(xiàng)目管理1概述17SoftwareneedsmanagementPM項(xiàng)目管理1概述18SoftwareneedsmanagementSoftwarecharacteristics特性CostStructure成本IndustrialProblems產(chǎn)業(yè)SoftwareDisaster危機(jī)ProblemsinSoftwareTechniques技術(shù)進(jìn)步PositioninSEKnowledgestructure知識(shí)結(jié)構(gòu)PM項(xiàng)目管理1概述19SoftwarecharacteristicsEssentials:logicelements,notentitativeelements.

DevelopingSoftware，andproducingproduct.NowearandtearinusingtimeFailingprobabilityTubcurveofproductPM項(xiàng)目管理1概述20Softwarecharacteristics(cont.)timeFailingprobability不愿看到的realcurveofSD期望的IdealcurveofSDPM項(xiàng)目管理1概述21Softwarecharacteristics(cont.)Production:Standardization&assembleMassSW:customizationScientificarithmeticfunctionlib(1960’s）DatastructurereusingReusingcomponents人們?cè)O(shè)法改進(jìn)軟件開發(fā)的過程。PM項(xiàng)目管理1概述22CostStructureischangedOne-offCostofmanufactureLogicproduct—minimediacostisignoredInvestmentisnotreclaimedindev.processMoreMaintaincostserviceisquality解決軟件危機(jī)本來就是為了回答兩個(gè)問題：如何高效率的開發(fā)軟件如何維護(hù)越來越多的軟件PM項(xiàng)目管理1概述23MainproblemsinSWindustryIndustrialscale如何定量度量軟件的規(guī)模？Coretechnique如何發(fā)展核心技術(shù)Pirateandillegalcopy如何防止盜版和非法拷貝？PM項(xiàng)目管理1概述24為什么會(huì)有這樣的問題存在？

發(fā)展策略的缺乏印度我們自己發(fā)展規(guī)則知識(shí)決定一切（創(chuàng)新，團(tuán)隊(duì)）頭腦產(chǎn)業(yè)新的管理模式PM項(xiàng)目管理1概述25軟件原因引起的災(zāi)難NATO，1958，SoftwareDisastersisputforwardMoreandmoreunsuccessfulSWProject:NASA,1999-10,Marsweathersatellitelost.US$125million.1963-1966,IBM360OS(1000Bug/Rel.)PM項(xiàng)目管理1概述26軟件原因引起的災(zāi)難(Cont.)Somedata：BeyondSWtimedeadline:about70％SWProject.Beyond20%-50%planningrel.timeinBigProjectBeyondSWcost：90％SWProject.Biggertheprojectis，morecosttospendAuditBureauUS:usablecontractSWisonly2％98％isunsuccessfulPM項(xiàng)目管理1概述27SoftwareDisasters(Cont.)CrunchModeDeathMarchPM項(xiàng)目管理1概述28SoftwareDisasters(Cont.)chronicafflictionSuggestedbyProf.DanielTiechrow,UniversityofMichiganPM項(xiàng)目管理1概述29軟件災(zāi)難的特點(diǎn)SD開發(fā)逾期.SD成本超過預(yù)算.SQA質(zhì)量沒有保證.PM項(xiàng)目管理1概述30規(guī)模、成本、進(jìn)度、質(zhì)量等的定量度量復(fù)雜性控制提高生產(chǎn)效率ProblemsinSWtechniquePM項(xiàng)目管理1概述31Exchange2000Windows2000PM25About250Dev.140About1700Test350About3200e.g.:?Windows95have10,000,000linecode

?Windows2000have50,000,000linecodemore3000engineersand100+teamsExchange2000和Windows2000DevOrg.structurePM項(xiàng)目管理1概述32typeofprojectPM項(xiàng)目管理1概述33typeofproject規(guī)模(big,middle,mini)復(fù)雜度

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應(yīng)用

用戶PM項(xiàng)目管理1概述34PMinSWEBOK《SWEBOK》GuidetotheSoftwareEngineeringBodyofKnowledgePM項(xiàng)目管理1概述35

ContentsSoftware&SESPMSystemengineeringRequirementanalysisData-process-orientedanalysisOORAData-OrientedSoftwareDesignData-process-orientedDesignOODUIProgramandcodingSoftwareTestingmantainanceConfigurationmanagementReuseTech.RPCASENewTech.forSWDPM項(xiàng)目管理1概述36ChallengeinSWdevelopment

軟件發(fā)展挑戰(zhàn)Deadlines期限(85%)Resourceconstrained需求扭曲（83％）Communicationswithteams通信消耗（80％）Commitmentfromteam團(tuán)隊(duì)承諾（74％）Makemilestone里程碑（90％）Change變更（60％）Planningagreeforteams計(jì)劃符合性（57％）Topcommitment最終義務(wù)（45％）Conflict沖突（42％）,subcontract轉(zhuǎn)包（38％）PM項(xiàng)目管理1概述37ChallengeforPMProjectmanager：EstimationandPlanning預(yù)算和計(jì)劃Qualitystd.andmatrix品質(zhì)Guidefororganizationstrategies組織策略Techniquesofvisualizingtheprocess過程技術(shù)Roledefinition角色分配Ruleforsuccess成功規(guī)則NoSTD.沒有標(biāo)準(zhǔn)PM項(xiàng)目管理1概述38ChallengeforteammembersTeammembers：Incorrectworkingdescriptions不恰當(dāng)?shù)墓ぷ髅枋鯥Tmanagementmiss管理疏忽InsufficiencyApplicationdomainknowledge應(yīng)用領(lǐng)域知識(shí)缺乏Insufficiencydocument文檔缺乏Precedingtaskisnotfinishedontime—includingequipment任務(wù)不能按時(shí)完成Lackofcommunicationwithuserandengineerer和用戶缺乏溝通Lackofqualitycontrol質(zhì)量控制缺乏SWDevelopmentenvironmentchange外界環(huán)境變化Deadlinepress終期壓力PM項(xiàng)目管理1概述39Mistake過失inSWdevelopmentSource<Rapiddevelopment>Productaspect需求鍍金：項(xiàng)目具有比實(shí)際需求多得多的性能功能蔓延：項(xiàng)目平均會(huì)有25%的需求變更（Jones1994）開發(fā)人員的鍍金：開發(fā)人員著迷于新技術(shù)又推又拉的交易：經(jīng)理在批準(zhǔn)項(xiàng)目進(jìn)度順延時(shí)又加入了新的功能研究導(dǎo)向的開發(fā)PM項(xiàng)目管理1概述40軟件項(xiàng)目常見錯(cuò)誤過程缺乏計(jì)劃過于樂觀的計(jì)劃在壓力下放棄計(jì)劃缺乏足夠的風(fēng)險(xiǎn)管理承包人導(dǎo)致的失敗在模糊的項(xiàng)目前期（fuzzyfrondend）浪費(fèi)時(shí)間前期活動(dòng)不合要求PM項(xiàng)目管理1概述41軟件項(xiàng)目常見錯(cuò)誤設(shè)計(jì)低劣缺少質(zhì)量保證措施缺少管理控制太早和過于頻繁的集成項(xiàng)目估算時(shí)遺漏必要的任務(wù)追趕計(jì)劃魯莽編碼PM項(xiàng)目管理1概述42軟件項(xiàng)目常見錯(cuò)誤技術(shù)相關(guān)的錯(cuò)誤銀彈綜合癥:過于相信以前沒有采用過的技術(shù)的宣傳過高估計(jì)了新技術(shù)或方法帶來的節(jié)省量項(xiàng)目中間切換工具缺少自動(dòng)的源代碼控制手段PM項(xiàng)目管理1概述43軟件項(xiàng)目常見錯(cuò)