项目管理中期总结样本.doc

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第一章
1.What is a project? 强调项目是已计划的活动。
”A specific plan or design” ( 一个特定的计划或设计) ”A planned undertaking”( 一个已计划的任务) ”A large undertaking e.g. a public works scheme”( 一项大型任务, 如公共事业方案)
2.Difference between project and routine
• Project is one-off
Routine is repeated activity
• Project is objectives-driven
Routine has emphasis on efficiency and validity
• Project is completed by project manager and teams
Routine is functional linear management
• Project has much change management
Routine has durative consistency

3.software: the interdependent part in computer, include program, data and correlative document.
4. Characteristics of software project
– Invisibility 不可见性
– Complexity 复杂性
– Conformity 一致性
– Flexibility 灵活性
5.Examples of information systems and embedded systems
不同之处在于前者的系统界面是与组织的接口, 而后者的系统界面是与机器的接口。前者如库存管理系统, 是一个组织管理订购备料的信息系统。后者如嵌入式( 或过程控制) 系统, 能够是一个在建筑物中控制空调设备的系统。有些可能两者兼有。
6．Stakeholders:These are people who have a stake or interest in the project.项目相关人员是指在项目中有利害关系的人。
In general, they could be users/clients or developers/implementers
They could be:
• Within the project team 项目组内部人员
• Outside the project team, but within the same organization 在同一组织内但在该项目组外的人
• Outside both the project team and the organization 在该项目组和该组织之外的人员
7．Project Management Body Of Knowledge---PMBOK
• Project Integration Management
• Project Scope Management
• Project Time Management
• Project Cost Management
• Project Human Resource Management
• Project Risk Management
• Project Quality Management
• Project Procurement Management
• Project Communication Management
第二章
1.
Step 0:选择项目 可行性研究表明这个项目是否值得进行
Step 1:标识项目的范围和目的
Identify objectives and measures of effectiveness 标识目的以及有效性的度量方式
Establish a project authority 确立项目的主管当局
Identify all stakeholders in the project and their interests
标识项目所有相关人员以及她们的利益
Modify objectives in the light of stakeholder analysis根据项目相关人员的分析修改目的
Establish methods of communication with all parties 确定各部门之间的交流方法
Step 2:表示项目的基础设施
Establish link between project and any strategic plan 确立项目和战略策划之间的关系
Identify installation standards and procedures 标识安装标准和步骤
Identify project team organization 标识项目组的组织
Step 3:分析项目的特征
Distinguish the project as either objective or product-based
区分项目是目的驱动还是产品驱动
Analyse other project characteristics (including quality based ones)
分析项目的其它特征( 包括基于质量的特征)
Identify high level project risks 标识项目的高级别风险
Take into account user requirements concerning implementation 实现时考虑用户的需求
Select general life cycle approach 选择开发方法学和生命周期方法
Review overall resource estimates 评审整个资源估计
Step 4:标识项目的产品和活动
Identify and describe project products 标识描述项目的产品
document Generic product flows 将共性产品流文档化
Recognize product instances 标识产品实例
Produce ideal activity network 产生理想的活动网络图
Add check-points if needed 增加检查点如果需要
Step 5:估计每个活动的工作量
Carry out bottom-up estimates 执行由底向上的估计
Revise plan to create controllable activities 修改策划创立可控制的活动
Step 6:标识活动的风险
Identify and quantify risks for activities 标识和量化基于活动的风险
Plan risk reduction and contingency measures 计划合适的风险缓解和应急措施
Adjust overall plans and estimates to take account of risks 根据风险调整计划和估计
Step 7:分配资源
Identify and allocate resources to activities 标识和分配资源
Revise plans and estimates to take into account resource constraints
根据资源约束修改计划和估计
Step 8:评审/发布计划
Review quality aspects of project plan 评审项目计划的质量
Document plan and obtain agreement 将计划文档化并取得一致的建议
Step 9 and 10:执行计划并进行较低层次的策划

第三章
1．Programme management(项目群)
定义: a group of projects that are managed in a co-ordinated way to gain benefits that would not be possible were the projects to be managed independently.为了获得利益, 用协同方式管理的一组项目, 而这些项目不能进行独立的管理。
以下面几种形式存在:
战略项目群、 商业周期项目群、 基础设施项目群、 研究和开发项目群、 创新的伙伴关系
2．Quantifying benefits
Quantified and valued
Quantified but not valued
Identified but not easily quantified
3．成本分类: Development costs开发成本 Set-up安装成本 Operational costs运行成本
4．Cash flow forecasting现金流预测
主要预测将发生的现金流及其时机。将指出何时要支出费用、 何时有收益。
5．Net profit(净利润)是在项目的整个生命周期中总成本和总收入的差。
Pay back period(回收期)是达到收支平衡或偿还初始投入所花的时间。
ROI(return on investment 投资回报率)提供了一种方法来比较净收益率与需要的投入。
ROI= Average annual profit
Total investment X100%
Net present value(NPV 净现值)
现值=第t年的值/(1+r) t r是贴现率 t是现金流在未来出现的年数
=现金流*贴现因子 贴现因子查表可得
第四章
1．Waterfall model:

V-process model

The spiral model

2．Prototyping(原型开发): throw away prototypes, evolutionary prototypes
原型要做到什么程度( to what extent) :mock-ups实验模型
Simulated interaction 模仿交互
Partial working models 部分工作模型
3．What is being prototyped
The human-computer interface 人机界面
The functionality of the system 系统的功能性
4．Incremental delivery 增量式开发

五．
1） Over and under-estimating( 软件过高或过低估计产生的问题)
Over- estimating is possible to spend longer time, use tow Law to explain:( 过高估计可能导致项目花更长的时间)
• Parkinson’s Law(帕金森定律): ‘Work expands to fill the time available’, 这意味着容易达到的目标将使员工工作松懈。
• Brooks’ law( 布鲁克斯定律) : The effort required to implement a project will go up disproportionately with the number of staff assigned to the project
• An over-estimate is likely to cause project to take longer than it would
The danger with the under-estimated is the effect on quality.(过低估计将会影响质量)
Weinberg’s Zeroth Law of reliability: ‘a software project that does not have to meet a reliability requirement can meet any other requirement’
2)( 软件工作量估计的单位)
Measure of work
– SLOC源代码行数 or KLOC千行代码
– Function point功能点
• 3) 软件工作量估计的技术----Bottom-up and Top-down 的实现和区别
Bottom-up estimating
1. Break project into smaller and smaller components
2. Stop when you get to what one person can do in one/two weeks
3. Estimate costs for the lowest level activities
4. At each higher level calculate estimate by adding estimates for lower levels
实现过程: 估计人员将项目分解成构件任务, 然后估计执行每个任务需要多少工作量。对于一个大型项目: 每个任务被分解为构件子任务, 再进一步分解这些子任务, 直到每个子任务能被一个人在一周或两周内完成为止。
Top-down estimates
• Produce overall estimate using effort driver (s)
• distribute proportions of overall estimate to components
实现过程: 明确地规划整个项目的总体估计, 然后分解成为构件人物的所需要的工作量。
两者的区别:
• Bottom-up
– use when no past project data
– identify all tasks that have to be done – so quite time-consuming
– use when you have no data about similar past projects
• Top-down
– produce overall estimate based on project cost drivers
– based on past project data
– divide overall estimate between jobs to be done
4) Parametric models 参数模型: 实现一个项目需要的工作量主要是与最终系统的特征有关的变量相关, 参数模型一般是以下格式的公式:
estimated effort = (system size) / productivity( 工作量=系统规模*生产率)
e.g system size = lines of code
productivity = lines of code per day
• productivity = (system size) / effort
– based on past projects
• Some models focus on task or system size e.g. Function Points
• FPs originally used to estimate Lines of Code, rather than effort
5) FPs( function point’ FP) 的计算及基于信息系统分为五部分
External user type
multiplier

low
average
high
External input
3
4
6
External output
4
5
7
Logical internal file
7
10
15
External interface file
5
7
10
External inquiry
3
4
6

每个复杂度区的每个外部用户类型的数目*指定的权重=FP数, 加起来就得到总的FP数, 该数表示信息处理系统的规模
Five major components of computer-based information systems
– External input types外部输入类型
– External output types外部输出类型
– Logical internal file types内部逻辑文件类型
– External interface file types外部接口文件类型

– External inquiry types外部查询类型
6) For each transaction, count UFP UFP的计算
– data items input (Ni)
– data items output (No)
– entity types accessed (Ne)
UFP count = Ni * 0.58 + Ne * 1.66 + No * 0.26
7) COCOMO: a parametric model构造性成本模型: 一个参数模型
• Basic COCOMO的计算
– effort = c x sizek ( 工作量=c 规模k) k次方
– Effort was measured in pm工作量是按人月( pm) 度量的, 一个人月是由152个工时组成的
– c and k depend on the type of system: organic有机式, semi-detached半相连式, embedded嵌入式
– Size is measured in ‘kdsi’ . Thousands of lines of code是指要交付的千行源代码指令
System type
c
k
Organic (broadly, information systems)
2.4
1.05
Semi-detached
3.0
1.12
Embedded (broadly, real-time)
3.6
1.20
8） Intermediate中级 version of COCOMO(COCOMO81)
– The nominal estimate is then adjusted as
(pmest)标称估计=(pmnon)标称工作量估计×(dem)
– dem is calculated by taking into account multipliers based on the following effort drivers工作量驱动因子( 课件例题)
六.
1) Identifying activities标识活动三个方法的实现和结果
• Activity-based approach基于活动的方法
p Creating a list of all the activities by brainstorming
p Work-based: draw-up a Work Breakdown Structure listing the work items needed
p Each leaf in WBS may be assigned to an individual or responsible section
p The WBS structure may be refined as the project proceeds
产生一个完整的且由不重叠的活动所组成的任务目录(见课件图)
• Product-based approach基于产品的方法
p list the deliverable and intermediate products of project – product breakdown structure (PBS)
p A product flow diagram (PFD) is produced against PBS to identify the order in which products have to be created
p work out the activities needed to create the products
Appropriate for SSADM(见课件图)
• Hybrid approach混合方法
p Level1: project
p Level2: deliverables—software, manuals
p Level3: components—modules, tests
p Level4: work-packages—collections of related tasks to produce a component
Level5: tasks—responsibility of a single person(见课件图)
2) Critical path method (CPM)关键路径法 给定活动的前去和后继画对应的活动-节点图和活动网络图
activity-on-node network

p activity-on-arrow network

3) 画正向遍历the forward pass

和反向遍历the back pass

算缓冲期float
• Free float: difference between the earliest completion date for the activity and the earliest start date of the succeeding activity
• Interfering float: difference between total float and free float
跨度: 最早开始日期和最迟完成日期之间的差
单词: 周期Duration 缓冲slack
4) 经过活动-箭头图 正向遍历算每个事件的最早开始/结束日期

反向遍历算每个事件的最晚开始/结束日期

5) 缩短项目周期方法Shortening the project duration
• Near-critical path: those whose lengths are within 10-20% of the duration of the critical path or those with a total of less than 10% of project’s uncompleted duration
一般会考虑减少活动周期, 如果想提前项目的结束日期, 就要缩短关键活动的周期。经过增加网络中的并行工作量和排除瓶颈的办法来节省时间。在实践中一般会标识”准关键”路径。它是指那些长度在关键路径周期的10%~20%之内或者总缓冲期少于未完成周期的10%的路径