Unit 4《信息管理与信息系统专业英语》PM

信息管理与信息系统专业英语Unit2PMandSDLC-PartI(PM),Projectmanagement,Learningoutlines:AjokeofPM.Whatisprojectmanagement?HowmanystagesareincludedinProjectManagement?Andwhatarethey?PMprimer,Projectmanagement-PMprimer,AjokeofPMAtouristwalkedintoapetshopandwaslookingattheanimalsondisplay.Whilehewasthere,anothercustomerwalkedinandsaidtotheshopkeeper,IllhaveaC(see)monkeyplease.Theshopkeepernodded,wentovertoacageatthesideoftheshopandtookoutamonkey.,Projectmanagement-Joke,AjokeofPMHefittedacollar（项圈）andleash,handedittothecustomer,saying,“Thatllbe5,000.“Thecustomerpaidandwalkedoutwithhismonkey.Startled（大吃一惊）,thetouristwentovertotheshopkeeperandsaid,Thatwasaveryexpensivemonkey.Mostofthemareonlyafewhundredpounds.Whydiditcostsomuch?,Projectmanagement-PMprimer,AjokeofPMTheshopkeeperanswered,Ah,thatmonkeycanprograminC-veryfast,tightcode,nobugs,wellworththemoney.“Thetouristlookedatamonkeyinanothercage.Hey,thatonesevenmoreexpensive!10,000!Whatdoesitdo?“Oh,thatonesaC+monkey;itcanmanageobject-orientedprogramming,VisualC+,evensomeJava.Allthereallyusefulstuff,saidtheshopkeeper.,Projectmanagement-PMprimer,AjokeofPMThetouristlookedaroundforalittlelongerandsawathirdmonkeyinacageofitsown.Thepricetagarounditsneckread50,000.Thetouristgasped(气呼呼)totheshopkeeper,Thatonecostsmorethanalltheothersputtogether!Whatonearthdoesitdo?“Theshopkeeperreplied,Well,Ihaventactuallyseenitdoanything,butitsaysitsaprojectmanager.,ProjectManagement-ThinkingQuestions,WhatisPM?,HowmanyphasesareincludedinPM?,IsanythingelserelatedtoPM?,Projectmanagement-ThedefinitionofPM,WhatisPM?.PMistheabbreviationofprojectmanagement.definitionofPMareasfollowing:isthedisciplineofplanning,organizing,andmanagingresourcestobringaboutthesuccessfulcompletionofspecificprojectgoalsandobjectives.(retrievedfrom:/wiki/Project_management#Project_management_activities),Projectmanagement-ThestagesofPM,ThephasesofPMarefollowing,butnofixedphases!ProjectinitiationandPIDRequirementsengineeringSystemdesignSoftwareconstructionHardwarepurchaseIntegrationifsomethinggoeswrongyoumightstillfinishontime;ifthingsgoesreallybadlyyoumightstillnotdeliverwhatyouanticipated(期望)butitwillstillbebetterthanifyouover-promised!VI.Iterate!Increment!Evolve!Mostproblemsworthsolvingaretoobigtoswallowinonelump.Anyseriousprojectwillrequiresomekindofdecomposition(breakup/separate)oftheprobleminordertosolveit.Youmustpaycloseattentiontohoweachpiecefitstheoverallsolution.Withoutasystematicapproachyouendupwithahundreddifferentsolutionsinsteadofonebigone.,Projectmanagement-PMprimer,TenaxiomsforsuccessVII.ManagechangeWeliveinachangingworld.Asyourprojectprogressesthetemptation(Attractivethings)todeviate(偏离轨道)fromtheplanwillbecomeirresistible(无法抗拒).Customerwillcomeup(consider)withnewandinterestingideas,youroriginalgoalwillhaveallthepermanence(stateofbeingpermanent)ofasnowflakeinquicksand.Scopecreepordrift(随风漂流)isamajorsourceofprojectfailureandyouneedtomanageorcontrolchangesifyouwanttosucceed.,Projectmanagement-PMprimer,TenaxiomsforsuccessThisdoesntimply(toexpress/suggestindirectly)thatthereshouldbesingle,immutable(unchangeable)planwhichiswrittendownandallotherideasmustbestifled(topreventfromhappeningordeveloping).Youneedtobuildaflexibleapproachthatabsorbschangesastheyarise.,Projectmanagement-PMprimer,TenaxiomsforsuccessIfyouaretooflexibleyourprojectwillmeander(wanderinasloweasyaimlessway)likeahorsewithoutariderandifyouaretoorigid(noteasytobend)yourprojectwillshatter(tobreaksuddenlyintoverysmallpieces)likeapaneofglassthefirsttimeastakeholdertosses(throw)youanewrequirement.,Projectmanagement-PMprimer,TenaxiomsforsuccessIX.TestEarly,TestOftenProjectsinvolvecreativedisciplinesburdenedwithassumptionsandmistakes.Sureyoucandoalotofvaluableworktopreventmistakesbeingintroduced(tobringintopracticeoruse),buttoerrishumanandsomeoferrorswillmakeitintoyourfinishedproduct.Testingisthebestwaytofindandeliminate(toremoveorgetridofcompletely)errors.,Projectmanagement-PMprimer,TenaxiomsforsuccessX.Keepanopenmind!Beflexible!Thedesiredoutcomeisthedeliveryofthefinishedprojecttoacustomerwhoissatisfiedwiththeresult.Anymeansnecessarycanbeusedtoachievethisandeveryrulelistedabovecanbebrokenintheright(mostsuitable)circumstances,fortherightreasons.Dontgetlockedintoanideology(asetofideas)ifthecircumstancesdictate(要求).,Projectmanagement-PMprimer,TenaxiomsforsuccessX.Keepanopenmind!Focusondeliveringtheprojectanduseallthetoolsandpeopleavailabletoyou.Keepaneyeonthescheduleandadjustyourexpectationsandyourplantosuittheconditions.Deliverthefinishedproduct,promoteitsuse,celebrateyoursuccessandthenmoveontothenextproject.,Projectmanagement-PMprimer,ScopeTriangleCalledtheScopeTriangleortheQualityTrianglethisshowsthetrade-offs(权衡)inherent(不可分割)inanyproject.Thetriangleillustratestherelationshipbetweenthreeprimaryforcesinaproject.Timeistheavailabletimetodelivertheproject,costrepresentstheamountofmoneyorresourcesavailableandqualityrepresentsthe“fit-to-purpose”thattheprojectmustachievetobeasuccess.,Projectmanagement-PMprimer,ScopeTriangleThenormalsituationisthatoneofthesefactorsisfixedandtheothertwowillvaryinproportiontoeachother.Forexample“Time”isoftenfixedandthe“Quality”oftheendproductwilldependonthe“Cost”orresourcesavailable.Similarlyifyouareworkingtoafixedlevelof“Quality”thenthe“Cost”oftheprojectwilllargelybedependentuponthe“Time”available(ifyouhavelongeryoucandoitwithfewerpeople).,Projectmanagement-PMprimer,ScopeTriangleAphenomenon(现象)knownas“scopecreep”canbelinkedtothetriangletoo.Scopecreepisthealmostunstoppabletendencyaprojecthastoaccumulatenewfunctionality.Somescopecreepisinevitable(cannotavoidtobehappen)since,earlyon,yourprojectwillbepoorlydefinedandwillneedtoevolve.Alargeamountofscopecreephowevercanbedisastrous(beingorcausingadisaster).Whenthescopestartstocreep,newfunctionalitymustbeaddedtocovertheincreasedscope.,Projectmanagement-PMprimer,ScopeTriangleThisisrepresentingtheabilityoftheproducttofulfilusersrequirements.Morerequirementsfulfilled=abetterqualityproduct.Inthissituationyouhavethree,andonlythreeoptions:1.Addtimedelaytheprojecttogiveyoumoretimetoaddthefunctionality2.Addcostrecruit,hireoracquiremorepeopletodotheextrawork3.Cutqualitytradeoffsomenon-essentialrequirementsforthenewrequirements,Projectmanagement-PMprimer,ScopeTriangleIftheartofmanagementliesinmakingdecisions,thentheartofprojectmanagementliesinmakingdecisionsquickly!Whenfacedwithscopecreepyoucannotignoreit.Youneedtotackle(totakeactiontodealwith)itinoneofthewaysdescribedaboveandthesoonerthebetter.Delayingraisestheriskofyourprojectfailing.,Projectmanagement-PMprimer,ScopeTriangleApoorprojectmanagerwillseethescopetriangleasastrait-jacketbywhichtheirprojectisirrevocably(cannotbechanged)constrained.Abetterprojectmanagerwillmakebetteruseofoneormoreoftheaxes(中心)andwillshifttheemphasisintheprojecttooneoftheotheraxes.Thebestprojectmanagerswilljuggle(杂耍)allthreelikehotpotatoesandwillmakedecisionseverydaywhicheffectivelytrade-offtimevsqualityvsresources.,Projectmanagement-PMprimer,RequirementsRequirementsspecificationistheprocessofrefiningthegoalsofaprojecttodecidewhatmustbeachievedtosatisfythecustomers.Sometimesrequirementsspecificationtakesplacebeforetheformalcommencement(beginning)ofaprojecttohelpidentifyandselecttherightforasolutionandtechnology.Oftenthisisknownasafeasibilitystudyorprojectanalysis.Moretypicallyhoweversomerequirementsarethrowntogether(maybeinaproposal)andtherealrequirementsspecificationoccursonlyaftertheprojecthasstarted.,Projectmanagement-PMprimer,FunctionalRequirementsFunctionalrequirementsaretheobviousday-to-dayrequirementswhichend-usersandstakeholderswillhavefortheproduct.Theyrevolvearoundthefunctionalitythatmustbepresentintheprojectforittobeofusetothem.Afunctionalrequirementtypicallystatesas“thesystemXmustperformfunctionY”.Thisisknownasanassertion(statementorclaim).,Projectmanagement-PMprimer,FunctionalRequirementsAnassertionassertsoraffirms(todeclareagain)anecessaryordesirablebehaviourforthesystemorproductintheeyesofacustomer.Withoutclearassertionsrequirementsarenothingmorethanvague(notclearly)discussionswhichhavearegrettabletendencytoclutterup(tomakeuntidyorconfused)yourdeskandyourmind.,Projectmanagement-PMprimer,Non-FunctionalRequirementsPerformance(性能):Whatistheminimumperformancethatwillsatisfyyourclient?Usability(易用性):How“easy-to-use”willthefinishedproductbe?Forexampledoyoucaterfordisabled(残疾)orhandicapp