IT项目管理考点豪华版

目录

IT项目管理考点豪华版2

【分题型复习】2

【分章复习】4

Chapter1IntroductiontoProjectManagement4

简答题：10

选择题12

Chapter2TheProjectManagementandInformationTechnologyContext16

（人力资源相关）20

选择题20

Chapter3:TheProjectManagementProcessGroups:ACaseStudy21

选择题：28

Chapter4:ProjectIntegrationManagement30

（质量管理相关）37

选择题：40

Chapter5:ProjectScopeManagement45

选择题：48

Chapter6ProjectTimeManagement51

选择题61

Chapter7:ProjectCostManagement65

课后作业题EXERCISE1计算题68

选择题：69

Chapter8:ProjectQualityManagement76

选择题：77

Chapter9:ProjectHumanResourceManagement83

选择题87

后面几章：要懂得案例分析（会从这三章出题一道题考核）91

Chapter10:ProjectCommunicationsManagement91

选择题92

Chapter11:ProjectRiskManagement92

选择题：94

Chapter12:ProjectProcurementManagement101

选择题102

选择题【归属不明】104

IT项目管理考点豪华版

材料来自：

IT项目管理题库

5班IT项目管理复习考点

IT项目管理纲要

1.2班复习重点内容

ITPM_CH7

IT■项目管理复习提纲手抄版（上）

IT项目管理考点总结

New_7

PM_Homework1

PPT中考纲相关内容

《11"项目管理》第五版中文版电子书

来不及漂亮地给排版下、、总之字体不一样就是不同文档的

【分题型复习】

选择题单选题30个题30分（英文题目）

计算题成本管理净现值的分析，进度管理里面一个活动的几个时间（关键路径）

简答题项目管理过程，项目九大知识领域

分析题

90%已经讲给大家听了。10%需要自己查漏补缺。

单项选择：30分

简答：30分

计算题：30分

计算题：净现值的分析租赁购买预期货币值最早开始时间/最

晚结束时间/时间差

分析题：10分

分析题：配置管理、缺陷管理、质量管理——软件配置、缺陷管

理的流程融会贯通

(1)选择题13*3选择题会很难，正如老师说的客观题目能够拉开差距，还好，我们有晓文

从师兄那里找到的题库。

(2)名词解释4*4简单的解释名词可能的考点project,projectmangeframework(FI.2)

stakeholder,项目管理九大知识域(T3-1),cocomoII,CMMI(软件成熟度模型)，ISO9000,baseline。

COCOMO,英文全称为ConstructiveCostModel,中文为构造性成本模型。它是由巴里・勃

姆(BarryBoehm)提出的一种软件成本估算方法。这种模型使用一种基本的回归分析公式，

使用从项目历史和现状中的某些特征作为参数来进行计算。

参数化建模(parametricmodeling)是在一个数学模型中通过利用项目特征(参数)来估计项目成

本。基于软件开发项目使用的编程语言、编程人员的专业水平、涉及数据的大小和复杂程度，一个参

数化模型估计每行代码要花费50美元。当构建模型的历史信息准确、参数可数量化、模型相对项目大

小适度时，参数模型是最可靠的。例如，在20世纪80年代，麦克唐纳•道格拉斯飞机公司(现在波

音公司的一部分)的工程师基于大型的历史数据库开发了一个估计飞机成本的参数化模型。这个模型

包括以下参数：飞机类型(战斗机、运输机、客机)、飞机的飞行速度、发动机的推重比、飞机各种

零件的估计重量、生产飞机的数量和生产飞机的可用时间等。相对于这个复杂的模型，一些参数化模

型涉及非常简单的推理和经验法则。例如，基于同时期开发的办公自动化项目来考虑，一个大型办公

自动化项目的一个工作站也许大致花费10000美元。较为复杂的参数化模型通常是计算机化的。参考

教学辅助网站上推荐的关于参数模型案例的资料，如COCOMOII模型。事实上，许多人发现使用一个

句含举比法.南下到卜法和参数糙型法的用合或混合方法•能提供最好的估计C

项目管理计划为确认和控制项目变更提供了基准。基准(baseline)是批准的项目管理计划加上核准的

变更。

91Theisatime-phasedbudgetthatwillbeusedtomeasureandmonitorcostperformanceintheproject.

A.workbreakdownstructure

B.projectschedule

C.costbaseline

D.costbudget

Answer:C

（3）问答题

（a）项目经理的职业特征

ANS:（I）planworkandworkplanner（2）作出决策（3）协调干系人之间的要求，保证满意

度（4）控制产品质量（5）监控产品开发过程（6）负责所有项目集成管理中提到的内容（7）对团

队负责，平衡各方需求，解决各方冲突（8）向客户作出承诺

（b）CCS什么是变更控制系统

（c）理解项目，项目管理

Aprojectisatemporaryendeavorundertakentocreateauniqueproduct,service,orresult

Projectmanagementistheapplicationofknowledge,skills,tools,andtechniquesto

projectactivitiestomeetprojectrequirements

（d）理解项目管理过程组

（4）案例题包括课后作业题，第八章软件质量管理openingcase老师根据它出题

【分章复习】

Chapter1IntroductiontoProjectManagement

第一章项目管理的介绍比例较重选择和简答

1项目管理的优点必要性好处第7页

AdvantagesofUsingFormal

ProjectManagement

BettercontroIoffinanciaI,physicaI,andhumanresources

Improvedcustomerrelations

ShorterdeveIopmenttimes

Lowercosts

HigherquaIityandincreasedreliability

Higherprofitmargins

Improvedproductivity

BetterinternaIcoordination

HigherworkermoraIe

2项目概念第8页（项目的属性第12页）

投入生命周期约束性条件二＞临时团队

项目本身有生命周期临时性

关键：能判断哪些是项目（时间限制）哪些是例行事务（一直

进行）中文ppt中的例子区别比较判断（必考）

Aprojectis“atemporaryendeavorundertakentocreateauniqueproduct,service,or

result”

Aproject:

Hasauniquepurpose

Istemporary

Isdevelopedusingprogressiveelaboration

Requiresresources,oftenfromvariousareas

ShouIdhaveaprimarycustomerorsponsor

Theprojectsponsorusuallyprovidesthedirectionandfundingfortheproject

InvoIvesuncertainty

ExamplesofITProjects

AtechnicianrepIacestenIaptopsforasmalIdepartment

AsmaIIsoftwaredevelopmentteamaddsanewfeaturetoaninternalsoftwareapplication

forthefinancedepartment

AcoIIegecampusupgradesitstechnologyinfrastructuretoprovidewireIessInternetaccess

acrossthewholecampus

Across-functionaItaskforceinacompanydecideswhatVoice-over-1nternet-ProtocoI（VoIP）

systemtopurchaseandhowitwillbeimplemented

3项目管理三角约束关系：范围成本时间（一定掌握）

现实：三角二》四角+质量

Successfulprojectmanagementmeansmeetingallthreegoals（scope,time,andcost）-andsatisfyingthe

project'ssponsor!

Projectmanagementis“theapplicationofknowledge,skills,toolsandtechniquesto

projectactivitiestomeetprojectrequirements,,

Projectmanagersstrivetomeetthetripleconstraintbybalancingprojectscope,time,

andcostgoaIs

Thetripleconstraintofprojectmanagement：Scope,time,cost

ConstraintImportance

TimeThetimeconstraintreferstotheamountoftimeavailabletocompletethe

project.Atighttimeconstraintcouldmeanincreasedcostsandreduced

scope.

CostThecostconstraintreferstotheamountofbudgetavailabletocompletethe

project.Atightcostconstraintcouldmeanincreasedtimeandreduced

scope.

ScopeThescopeconstraintreferstowhatmusttobedonetoproducetheprojecfs

endresult.Scopeisbasedoncustomer'srequirements.Increasedscopemeans

increasedtimeandincreasedcosts.

416页的图要会画哦

干系人的需求和希望+九大知识领域+工具和技术二成功项目

管理

Stakeholder定义(其中最重要的是sponsor投资人)

StakeholdersarethepeopIeinvolvedinoraffectedbyprojectactivities

StakehoIdersincIude:

Theprojectsponsor

Theprojectmanager

Theprojectteam

Supportstaff

Customers

Users

SuppIiers

Opponentstotheproject

九大知识领域

四个核心进度成本范围质量

四个辅助人力采购沟通风险

集成管理

五个过程组启动计划执行（时间最长）监督和控制收尾（IT、工程项目）

每个过程的责任与知识领域结合起来

每个知识领域在每个过程中要做什么事情（有个表格）

KnowIedgeareasdescribethekeycompetenciesthatprojectmanagersmustdevelop

4coreknowledgeareasIeadtospecificprojectobjectives(scope,time,cost,andquaIity)

4faciIitatingknowIedgeareasarethemeansthroughwhichtheprojectobjectivesare

achieved(humanresources,communication,risk,andprocurementmanagement

1knowledgearea(projectintegrationmanagement)affectsandisaffectedbyaIIofthe

otherknowledgeareas

AlIknowIedgeareasareimportant!

4coreknowledgeareasofprojectmanagement:

1Projectscope

2time,

3cost

4qualitymanagement

4facilitatingknowledgeareas:

1humanresource

2communications

3risk

4procurementmanagement

9knowledgeareas:

1scopemanagement

2Timemanagement

3Costmanagement

4Qualitymanagement

5Humanresourcemanagement

6Communicationsmanagement

7Riskmanagement

8Procurementmanagement

9Projectintegrationmanagement

5项目经理的重要性二》所需素质、技能（掌握）34页后几页

其中：软（例如：软件架构、技术的掌握）、硬（例如：知识领

域的把握）技能能区分

TheRoleoftheProjectManager

Jobdescriptionsvary,butmostincIuderesponsibiIitiesIikepIanning,scheduIing,

coordinating,andworkingwithpeopIetoachieveprojectgoals

Rememberthat97%ofsuccessfuIprojectswereIedbyexperiencedprojectmanagers,who

canoftenhelpinfluencesuccessfactors

SuggestedSkillsforProject

Managers

TheProjectManagementBodyofKnowledge

Applicationareaknowledge,standards,andregulations

Projectenvironmentknowledge

GeneraImanagementknowledgeandskills

Softskillsorhumanrelationsskills

ImportanceofLeadershipSkills

Effectiveprojectmanagersprovideleadershipbyexample

Aleaderfocusesonlong-termgoalsandbig-pictureobjectiveswhileinspiringpeopleto

reachthosegoals

Amanagerdealswiththeday-to-daydetailsofmeetingspecificgoals

Projectmanagersoftentakeontheroleofbothleaderandmanager

Advantageofusingformalprojectmanagement?

1Bettercontroloffinancial,physical,andhumanresources

2improvedcustomerrelations

3shorterdevelopmenttimes

4lowercostsandimprovedproductivity

5higherqualityandincreasedreliability

6higherprofitmargins

7betterinternalcoordination

8positiveimpactonmeetingstrategicgoals

9higherworkermorale

硬技能就像计算机硬件，是外在的，大家都能看的见，或者容易感觉到的东西。主要包括：（1）智

力水平，是否聪明；（2）专业知识，比如计算机技术、业务经验等；（3）逻辑分析能力，思维是否

周密，推理是否严谨；（4）解决复杂问题能力，是否有大局观，是否能够抓住问题的关键点等；（5）

计划、管理、协调等管理技术。总的来说，项目经理的硬技能主要包括两个方面：智力水平，专业

技能，也就是通常所谓的“做事”方面。

软技能就像软件，是内在的，看不见、也把握不准。主要包括：（1）情绪情感控制能力，不光是自

己，也包括控制别人的情绪情感；（2）和谐的人际关系，与大家友好相处：（3）沉着冷静，自信，

勇气；（4）为人正直，得到别人的信任；（5）谈判与冲突处理。软技能基本没有技术成分，也没有

标准方法，每个人有自己的套路，也就是通常所谓的“做人”方面。

所谓“软技能”，是相对"硬技能''而言的。我们把项目经理所需要的技能分为两类：方法、手段比较

明确、可变因素少、工作结果比较可控的一类我们称为“硬技能”；而在方法手段方面无公式可遵循、

可变因素多、作用对象大多为人的一类称为“软技能”。软技能通常要以沟通、协调作为手段，通过

影响他人观点、意见来达到目的。

6项目管理的认证PMP

两大项目管理组织：美国：PMI(项目管理协会)(知识体系：

PMPOK)(认证体系：PMP)欧洲：ipmp

TheProjectManagementInstitute(PMI)isaninternationaIprofessionalsocietyforproject

managersfoundedin1969

PMIhascontinuedtoattractandretainmembers,reporting277,221membersworIdwideby

August31,2008

Therearespecificinterestgroupsinmanyareas,Iikeengineering,financialservices,

healthcare,IT,etc.

Projectmanagementresearchandcertificationprogramscontinuetogrow

StudentscanjoinPMIatareducedfee(seewww.pmi.orgfordetaiIs)

PMIprovidescertificationasaProjectManagementProfessionaI(PMP)

APMPhasdocumentedsufficientprojectexperience,agreedtofollowacodeofethics,

andpassedthePMPexam

ThenumberofpeopleearningPMPcertificationisincreasingquickly

PMIandotherorganizationsofferadditionalcertificationprograms(seeAppendixB)

ProjectManagementCertification

►PMIprovidescertificationasaProjectManagementProfessional(PMP)

项目管理机构英文简称知识体系认证体系

国际项目髓协会IPMAICBIPMP

美国项目管理学会PMIPMBOKPMP

中国项目管理

PMRCCPMBOKCNCB

研究委员会

简答题：

Chapterlhomework

l.WhatareProjectAttributes?

Solution：

1)Aprojecthasauniquepurpose.

2)Aprojectistemporary.

3)Aprojectisdevelopedusingprogressiveelaboration.

4)Aprojectrequiresresources,oftenfromvariousareas.

5)Aprojectshouldhaveaprimarycustomerorsponsor.

6)Theprojectsponsorusuallyprovidesthedirectionandfundingfortheproject.

7)Aprojectinvolvesuncertainty.

2.WhatistheTripleConstraintofProjectManagement?

Solution:

l)scope

2)time,

3)cost

3.Whatareknowledgeareasofproject?

Solution:

Knowledgeareasdescribethekeycompetenciesthatprojectmanagersmustdevelop.

l)Fourcoreknowledgeareasleadtospecificprojectobjectives(scope,time,cost,andquality).

2)Fourfacilitatingknowledgeareasarethemeansthroughwhichtheprojectobjectivesare

achieved(humanresources,communication,risk,andprocurementmanagement).

3)Oneknowledgearea(projectintegrationmanagement)affectsandisaffectedbyallofthe

otherknowledgeareas.

4)Allknowledgeareasareimportant!

4.WhatareProjectStakeholders?

Soultion:

1)Stakeholdersarethepeopleinvolvedinoraffected

byprojectactivities.

2)Stakeholdersinclude:Projectsponsor,Projectmanager,Projectteam,Support

staff,Customers,Users,Suppliers,Opponentstotheproject.

Exercisel:ReadingtheparagraphsofProjectStakeholdersinpage10tounderstand

eachkindofthepeople.

Answerthequestion:

Whatisthedifferencebetweenthecustomersandusers?

Solution：

Thecustomersarethosewhobuythesoftwaresystem,andtheyareentitledtodecide

therequirements.Incontrast,theusersarethosewhoutilizethesoftwaresystemto

satisfytheirrequirement.However,theconstomershavenosignificantcorrelationwith

theusers.Foranordinarysoftwaresystem,suchasapersonalsecuritysoftware,the

customerscanbetheusers.But,foralargesoftwaresystem,suchasatelecomsoftware

systemorabanksoftwaresystem,thecustomersarethealargetelecommunications

companyor

abank.Buttheusersincludetheemployeesandtheclientsofinthetelecominunications

companyorthebank.

Exercise21:Whatisthedifferencebetweenateamandagroup?

Solution：

Ateamisfeaturedbyteamworkandcohesion.Themembersofateammustbe

responsibleandtheteammustprovideadisciplinedapproachtoassigningtasks.The

conceptofateamcanbeusedtodescribethesetofmembersinaproject.

However,agroupisusedtodescribethesetofpeopleonsomeordinaryoccasions.A

teamemphisizestheimportanceofunitingasone.Thus,wecaneasilydsicuss“in

group”withohtersinsteadof“inteam”.

选择题

1.Regardingmanagementandleadershipallofthefollowingaretrueexcept

A.Onaproject,particularlyalargerproject,theprojectmanagerisgenerallyexpectedtobetheproject'sleaderas

well.

B.Technicalleadershipisofprimaryimportanceinprojectmanagement

C.Managingisprimarilyconcernedwithconsistentlyproducingkeyresultsexpectedbystakeholders

D.Leadinginvolvesestablishingdirection,aligningpeople,motivatingandinspiring

Answer:B

9.AIIofthefollowingstatementsconcerningprojectstakeholdersaretrueexcept

A.Differencesbetweenoramongstakeholdersshouldberesolvedinfavorofthecustomer.

B.Managingstakeholderexpectationsmaybedifficultbecausestakeholdersoftenhaveverydifferentobjectives,thatmaycome

intoconflict.

C.Projectstakeholdersmayinfluencethecourseoftheprojectanditsresults.

D.Differencesbetweenoramongstakeholdersshouldberesolvedinthemostcostefficientmannerconsistentwithproject

objectives.利益相关者之间的差异应该以最具成本效益的方式解决，与项目目标相一致。

Answer:D

12Whichtypeofleadershipisbestsuitedforoptimizingteamperformanceinprojects?

A.Democraticleadership.民主化领导的。

B.Participativeleadership.参与型领导

C.Autocraticleadership.专制的领导

D.Benevolentauthoritativeleadership仁慈权威的领导

Answer:B

19WhichofthefollowingisnotconsideredtobepartofProjectResourceManagement?

A.Workingstaff.

B.Materials.

C.Equipment.

D.Timeandmoney.

Answer:D

30Youareassignedastheprojectmanagerinaprojectwithanaggressiveschedule.Duringarecentmeetingyourteam

complainedaboutthehighpressureappliedandthemanyhoursofoverworktime.

Whatisthepreferredsolutiontohandletheproblem?

A.Trytoobtainadditionalbudgetandtime.试图获取额外的预算和时间

B.Improveteamcommunicationandavailabilityofhighqualitydataonrisks.Usethisinformationtoenableyouto

makewell-foundeddecisionsearlier.改进团队的沟通和高质量风险数据的可获得性。使用这些信息帮助你较早的做

出有依据的决策

C.Theproblemmightbethecustomerdisturbingprojectrhythm.Keephimondistancefromtheteam.

D.Applyfasttrackingtoshortenprojectdurationwithoutadditionalwork.

Answer:A

考虑三重制约（范围、进度、成本、质量）；尊重客观规律，如果太多加班说明进度不合理，要调整

46Whatisnothandledasaconstraintinprojectmanagement?

A.Lawsandregulations.

B.Limitsofauthorization.授权限制。

C.Teampreferences.团队的喜好

D.Physicalconstraints.

Answer:C

54Companiesandinstitutionscommonlyhireleaderswith

A.Astrongpositioninnegotiating谈判.

B.Experienceintrickingbusinesspartners.

C.Integrityandexpertise.

D.Astronglinktolocaltraditions.

Answer:C

58Youareamemberofyourcompan/sprojectoffice.Thecompanyisrunningmanyconcurrentprojects;mostofthemsharea

resourcepool.Understandinghowresourcesareutilizedacrossprojectsisseenasbeingessentialtocosteffectivenessand

profitability.

Yourecentlyreceivedaninquiry查询toassessthebenefitsofusingprojectmanagementsoftwaretomanagethecompan/s

projectportfolio.

Whichofthefollowingistrue?

a.Projectmanagementsoftwarehasthecapabilitytohelporganizeresourcepools.

b.Projectmanagementsoftwarewilldramaticallysimplifythetaskoflevelingresourcesacrossprojectswithdifferent

projectmanagementteams.项目管理软件，将极大地简化了不同的项目管理团队对项目的资源的分级任务。

c.Supportingprojectportfoliomanagementisnottheprojectoffice'sbusiness.

d.Evaluatingprojectmanagementsoftwareisnottheprojectoffice'sbusiness.

Answer:A

63Whichistrueregardingprojects?

A.Aprojectisauniqueserviceundertakentocreateatemporaryproduct.

B.Aprojectisauniqueendeavorundertakentocreateatemporaryservice.

C.Aprojectisatemporaryendeavorundertakentocreateauniqueproductorservice.

D.Aprojectisatemporaryproductundertakentocreateauniqueendeavororservice

Answer:C

103Initiationinputsforaprojectincludeallofthefollowingexcept:

A.productdescription.

B.strategicplan.

C.projectcharter.

D.selectioncriteria.选择标准

Answer:C

152Whichofthefollowingisnotthefeatureofaproject?

A.Constrainedbylimitedresources

B.Planned,executedandcontrolled

C.Createsuniqueproductorservice

D.Maybeongoingandrepetitive

Answer:D

Explanation:Operationsandprojectsdifferprimarilyinthatoperationsareongoingandrepetitivewhileprojectsaretemporary

andunique.Aprojectcanthusbedefinedintermsofitsdistinctivecharacteristics-aprojectisatemporaryendeavor

undertakentocreateauniqueproductorservice

154YourITcompanyisresponsibleformakingsoftwarevirusprograms.Youareresponsibleformanagingboththeindividual

productreleasesandtheco-ordinationofmultiplereleasesovertime.Yourroleisthatofa:

A.ProgramManager

B.ProjectManager

C.FunctionalManager

D.OperationsManager

Answer:A

Explanation:Aprogramisagroupofprojectsmanagedinaco-ordinatedwaytoobtainbenefitswhicharenotavailablefrom

managingthemindividually.Manyprogramsalsoinvolveelementsofongoingoperations.

157YouareworkingintheProjectOfficeofyourorganization.Whatisyourjobresponsibility?

A.Managingthedifferentactivitiesofaproject

B.Alwaysbeingresponsiblefortheresultsoftheproject

C.ProvidingsupportfunctionstoProjectManagersintheformoftraining,software,templatesetc.

D.ProvidingSubjectMatterExpertiseintheFunctionalareasoftheproject

answer:C

Explanation:ProjectOffice:Thereisarangeofusesforwhatconstitutesaprojectoffice.Aprojectofficemayoperateona

continuumfromprovidingsupportfunctionstoprojectmanagersintheformoftraining,templates,etc.toactually

beingresponsiblefortheresultsoftheproject

机构，可有不同的设立方法,并且也可能承担不同的责任，发挥不同的作用。下面是项目管理办公室

可能具有的一些作用：

•收集、组织和整合整个组织的项目数据。

•创建并推护项目文档模板。

•开发并提供各种针对项目管理问甥的培训。

•为项目经理开发和提供一个正式的职业生涯规划。

•为项目管理提供咨询服务，

•为角啬项目和协调厮目的项目终理榛供一个工作槃枚.

ChapterSummary

Aprojectisatemporaryendeavorundertakentocreateauniqueproduct,service,orresult

Projectmanagementistheapplicationofknowledge,skills,tooIs,andtechniquesto

projectactivitiestomeetprojectrequirements

AprogramisagroupofreIatedprojectsmanagedinacoordinatedway

ProjectportfoIiomanagementinvoIvesorganizingandmanagingprojectsandprogramsas

aportfolioofiinvestments

Projectmanagersplayakeyroleinhelpingprojectsandorganizationssucceed

Theprojectmanagementprofessioncontinuestogrowandmature

Chapter2TheProjectManagementandInformationTechnologyContext

第二章项目管理过程的信息技术的汇总

方法论：系统观点

简单了解

Projectsmustoperateinabroadorganizationalenvironment

Projectmanagersneedtousesystemsthinking:

Takingahoiisticviewofcarryingoutprojectswithinthecontextoftheorganization

Seniormanagersmustmakesureprojectscontinuetosupportcurrentbusinessneeds

•Whatwillthelaptopprojectcostthecollege?

•Whatwillitcoststudents?

•Whatwillsupportcostsbe?

•Whatwilltheimpactbeonenrollments?

Business

•Willthelaptopproject•Shouldthelaptopsuse

affectallstudents,justMacintosh,Windows,or

traditionalstudents,orOrganizationTechnologybothtypesofoperating

onlycertainmajors?syiterm?

•Howwilltheproject•Whatapplkatiomsoftware

affectstudentswhowillbeloaded?

alreadyhavePCsor

laptops?•Whatwillthehardware

specificatiombe?

•Whowilltrainstudents,faculty,

andstaff?•Howwillthehardwareimpact

LANandInternetaccess?

•Whowilladministerandsupport

training?

Asystemsapproachemergedinthe1950stodescribeamoreanalyticalapproachtomanagement

andproblemsolving

ThreepartsincIude：

Systemsphilosophy:anoveraIImodeIforthinkingaboutthingsassystems

Systemsanalysis：problem-solvingapproach

Systemsmanagement：addressbusiness,technoIogicaI,andorganizationalissuesbefore

makingchangestosystems

1项目阶段和生命周期

概念开发实现关闭

ProjectFeasibilityProjectAcquisition

ConceptDevelopmentImplementationClose-out

'BusinessProjectLastworkpackageCompletedwork

casemanagement

plan

Sample

deliverablesPreliminaryBudgetarycostDefinitivecostLessonslearned

foreach'costestimateestimateestimate

phase

2-levelWBS3+-levelWBSPerformanceCustomer

reportsacceptance

AprojectIifecycleisacoIIectionofprojectphasesthatdefines:

WhatworkwiIIbeperformedineachphase

WhatdeliverableswiIIbeproducedandwhen

Whoisinvolvedineachphase

HowmanagementwiIIcontroIandapproveworkproducedineachphase

Adeliverableisaproductorserviceproducedorprovidedaspartofaproject

MoreonProjectPhases

I