KXO-231-IT项目管理3-8-.docx

Lecture 3 Project Initiation
塔大公布栏和娜姐都强调了 project Initiation个 ppt和lecture有所重合，我会顺带联
系lecture来讲方便大家的理解.project Initia包念了这个图中的一，二，三phases)
Inatlating
P ro eess: Oey elop p>ro|ect ehflirter
匚i utnt Proj日et仁忡白低已r
PlanFifcrisi
P reicts s: Eleifelcp pro|eiet rm anfflig&ment plAun
OiitpLir 户reijiaijt. m白「1冷genri在ri~c pl日占」
Ex4curtiin^i
Proe&si iDireet aimd managie prej^rt exeeuriEBon
Cujtp uts: Deli ver 白 b Iw or k p n『T o i rTia ture IitTo「ma ti on, eh a n g e req ue stsP
「dj—q：.pl曰「1 Ljpu日nws,Uc侦LinnwnT. updEit日r_
IMIon I to ring and ContrclHirig
P nacres : Monktor anci control project w-ork
Ourputs CTiangte requestsr project msrisgt：riient plan u pidjec-t dcjeunient updiaTes
P re-rti s: PejriFomii I必曲 earrbrel
♦ Project Title
• Date of authorisation
♦ A summary schedule
* A budget sumnwry
, Brief description of project's objectives
. Project success criteria
* A s jmrn ary of the pl an ned approach for managing the project
• A roles and responsibility matrix
♦ A sign-off section for signatures of key stakeholders
• A comm ent se ction for stakeholders to provide important comments related to the project
Outputs： Chenge request stetus u p d ate project ma nag Ament- plen update?/ pjruJecT do til r'rtel'iT U p dates
Description ofhow the project is organized Management and technical processes used on the project Work to be done, schedule,andbudget information
2.3 How to be good team
• Tolerale difFerent communication slyles and understard how diversity broadens your team's options
. Conlribute to clear, colleclive undsrstanding of team goals
. Maintaining the dynamism and int&grity of the team is as important as focusing on ths task
• Accept and share workload and meet deadlines
• Offer honest, constructive Jeedback on iindNidual and team progress
. Ask for support when you need it and accept constiucti ve feedback on your performance
. Understand the context of the team - history, purpose and goals
. Become familiarwith people on the team
• Ask yourself: 'What do I want to get out of working with this team?'
. Understand how teams develop and operate
. Spend time on the planning process
Use open and consulltative approaches to decision makirig
. Follow up on decisions
• Fos ter cooperation a mon g tea m mem be r$
. Use strategies to involve all team members
3. Executing
3.1 Collecting Requirements
Requirement : a conditions capabi 1 ittyiatmust be met or possessedby a system, product, service,resultpr component to satisfy contract,standard,specificatioa»r other formal document.
收集要求最好越早越好，因为后面收集的成本很高。收集成本是反反复复的，因为有些要求 一开始的时候并不是那么清晰。
3.2 Documenting requirements
Requirements management plan: describeshow projectrequirements willbe analyzed, documented, and managed
Requirements traceabilimatrix (RTM) : tablethat listsequirements,variousattributesf each requirement,and the statusof the requirementsto ensure that allrequirementsare addressed
Lecture 8 Quality Management
塔大公布栏，样卷上都没重点。娜姐说这章重点就是知道quality定义及基础内容即可)
1. Quality
Definition: the degree to which a set of inherent characteristics fulfills requirements Other experts define quality based on:
a) Conformance to requirements the project5 psocessesand productsmeet written specification与书面要求保持一致性
b) Fitness for use product can be used as it was i符合原本使用用途 Project quality management

Definition: ensures that the project will satisfy the needs for whichit was undertaken Process:
a) Planning qualityidentifying which quality standards are relevant to the project and how to satisfy them;taic is a standard of measurement
b) Performing quality assurance periodicall^valuating overall project
performance to ensure the project will satisfy the relevant quality standards
c) Performing qualitypontrol monitoringspecificrojectresultto ensure that they comply with the relevant quality standards
Lecture 9 Risk management
塔大要点只要求掌握 project risk management proces娜&姐还强调了 positive and negative
risks, the categories o样卷没有相关题目)
1. Positive riskse risks that result in good things happening; sometimescalled opportunities. Negative riskisnvolves understanding potential problems that might occur in the project and how they might impede阻碍 project success.
Projectriskan uncertaintyhatcan have a negativsr positive effexntmeeting project objectives.
The goal ofroject risk managemeiils to minimize potential negative risks while maximizing potential positive risks
2. Broad categories of risk
a) Market risk
b) Financial risk
c) Technology risk
d) People risk
e) Structure/process risk
A risk breakdown structure a hierarchy of potential risk categoriesfor a project
PPT 上就这么不负责任的给了这些点，也不知道娜姐为什么要特别提出来
3. Project risk management processes
(记住几大块就行了，每个点里我就是多解释了一些，relax)
a) Planning risk managemen:t
Description:Deciding how to approach and plan the risk management activities for the project.
这阶段会得出 riskmanagement plan--a plan that documents the procedures for managing risk throughout a project
这一阶段强调一些 topics: Methodology, roles and responsibilities, budget and schedule, risk categories, risk probability and impact, risk documentation
Contingency planare predefined actions that the project team will take if an identified risk event occ意外事故计划
Fallbackplans are developed for risksthathave a high impact on meeting project objectives and are put into effect if attempts to reduce the risk 退r路 Hot effective 划
Contingency reservesor allowances are provisionheld by the projectsponsor or organization to reduce the risk of cost or schedule overruns to an 应急ptable level 储备金
b) Identifying risks
Description:determining which risks are likely to affect a project and documenting the characteristics of each.
Risk identificattiooonls and techniquiensclude:
Brainstorming
The DelphiTechnique: used to derive源于 a consensus 一致 among a panel of experts who make predictions about future developments Interviewing
SWOT analysis
c) Performing qualitative risk analysis
DescriptionPrioritizing risks based on their probability and impact of occurrence.
Risk quantificattioois and techniqu^siclude:
Probability/impact matrixes 审有学过)

Liststhe relativprobabilitof a riskoccurringm5

rhk N rkk.4
one side of a matrix or axison a chart and the relative impact of the risk occurring onthe other.*
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Then list the risks and then label each one as high,

riyc S iriik IO
risk ”
medium, or low in terms of itsprobabilitof
Low

Irnp-act
occurrence and its impact if it did occur
The Top Ten Risk Item Tracking
Help to identify risks and maintain an awareness of risks throughout the life of a project
Watch list
A list of risks that are low priority but are still identified as potential risks
d) Performing quantitative risk analysis
Description Numerically estimating the effects of risks on project objectives.
Main techniquesinclude:
Decision tree analysis
Simulation模仿
Simulatiomses a representationr model of a system to analyzethe expected behavior or performance of the system.
Sensitivity analysis
A techniqueused to show the effectof changingone or more variablesn an outcome.
e) Planning risk responses DescriptionTaking steps to enhance opportunities and reduce threats to meeting project objectives.
Four mainresponse strategifor negative risks: Risk avoidance / Risk acceptance /
Risk transference / Risk miti躲a避 on接受，转变，减轻
Residual riskire risks that remain after all of the response strategies have been implemented.
Secondary risksre a direct result of implenientingarisk response.
f) Monitoring and controlling :risks
DescriptionMonitoring identified and residual risks, identifying new risks, carrying out risk response plans, and evaluatingthe effectivenesof risk strategies throughout the life of the project.
Workarounds 全变措施 are unplanned responses to risk events that must be done when there are no contingency。lans.
Main outputs of risk monitoring and control are:
Risk register updates
Organizational process assets updates
Change requests
Updates to the project management plan and other project documents
CloaGn>g
Process Ul。少白 prajeiCt &r pHm卷白
O utput^ Final p nQduc-tv servlm^ or res11 It trans rt lc^n;
orga nlzatl^nEil prGicegg ..ipd&tes
Project ^t^artP心FlrU吸
1.Initiating
这一阶段的主要活动就是Develop the project charter:
Projectcharter a document thatformallyrecognizesthe existence a projectand provides direction on the project' s objectives and management.
制定出来的charter必须给重要的股东看，并且让他们签字。因此a signedcharterisa key output of project integration management.
1叩5$Output- the project charter
• A proj ect statement of work
■ What products or services are Io be delivered
, A business case
■ Objectives, high-level requirements,tiine& cost goals
A contract
• If dealing with an external organisation
• Enterprise environmental factors
■ Governments nd industry stand ards, organisation's infrastructure, martet conditions
• Organisational process assets
• Plans, policies, procedures, guidelines, 航mncial & management syslems, lessons learnt from previous projects
2.Planning
这一阶段的主要活动就是develop project management plans
2.1 Projectmanagement plan document used to coordinate#* 1 2^ all projectplanning documents and help guide a projecfs execution and control
2.2 Common plan elements
Introduction or overview of the project