KXO-231-IT项目管理方案

Lecture3ProjectInitiation塔大公布栏和娜姐都强调了projectInitiation个ppt和lecture有所重合，我会顺带联lecture来讲方便大家的理解.projectInitia包念了这个图中的一，二，三phases)InatlatingProeess:Oeyelopp>ro|ectehflirteriutntProj日et仁忡白低已rPlanFifcrisiPreictss:Eleifelcppro|eietrmanfflig&mentplAunOiitpLir户reijiaijt.m白「1冷genri在ri~cpl日占」Ex4curtiin^iProe&siiDireetaimdmanagieprej^rtexeeuriEBonCujtputs:Deliver白bIworkpn『ToirTiatureIITTO「mation,ehangerequestsP「dj—q：.pl曰「1Ljpu日nws,Uc侦LinnwnT.updEit日R_IMIonItoringandContrclHirigPnacres:Monktorancicontrolprojectw-orkOurputsCTiangterequestsrprojectmsrisgt：riientplanupidjec-tdcjeunientupdiaTesPre-rtis:PejriFomiiI必曲earrbrelOutputs：ChengerequeststetusupdateprojectmanagAment-plenupdate?/pjruJecTdotilr'rtel'iTUpdatesDescriptionofhowtheprojectisorganizedManagementandtechnicalprocessesusedontheprojectWorktobedone,schedule,andbudgetinformation2.3 HowtobegoodteamToleraledifFerentcommunicationslylesandunderstardhowdiversitybroadensyourteam'soptions.Conlributetoclear,collecliveundsrstandingofteamgoals.Maintainingthedynamismandint&grityoftheteamisasimportantasfocusingonthstaskAcceptandshareworkloadandmeetdeadlinesOfferhonest,constructiveJeedbackoniindNidualandteamprogressAskforsupportwhenyouneeditandacceptconstiuctivefeedbackonyourperformanceUnderstandthecontextoftheteam-history,purposeandgoalsBecomefamiliarwithpeopleontheteam•Askyourself:'WhatdoIwanttogetoutofworkingwiththisteam?'UnderstandhowteamsdevelopandoperateSpendtimeontheplanningprocessUseopenandconsulltativeapproachestodecisionmakirigFollowupondecisions•Fostercooperationamongteammember$Usestrategiestoinvolveallteammembers3. Executing3.1CollectingRequirementsRequirement:aconditionscapabi1ittyiatmustbemetorpossessedbyasystem,product,service,resultprcomponenttosatisfycontract,standard,specificatioa»rotherformaldocument.

ProjectTitleDateofauthorisation♦Asummaryschedule*AbudgetsumnwryBriefdescriptionofproject'sobjectivesProjectsuccesscriteriaAsjmrnaryofpltheannedapproachformanagingtheproject收集要求最好越早越好，因为后面收集的成本很高。收•Arolesandresponsibilitymatrix集成本是反反复复的，因为有些要求一开始的时候并不♦Asign-offsectionforsignaturesofkey是那么清晰。stakeholders•Acommentsectionforstakeholdersto3.2DocumentingrequirementsprovideimportantcommentsrelatedtoRequirementsmanagementplan:describeshowtheprojectprojectrequirementswillbeanalyzed,documented,andmanagedRequirementstraceabilimatrix(RTM):tablethatlistsequirements,variousattributesfeachrequirement,andthestatusoftherequirementstoensurethatallrequirementsareaddressedLecture8QualityManagement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)QualityDefinition:thedegreetowhichasetofinherentcharacteristicsfulfillsrequirementsOtherexpertsdefinequalitybasedon:Conformancetorequirementstheproject5psocessesandproductsmeetwrittenspecification与书面要求保持一致性Fitnessforuseproductcanbeusedasitwasi符合原本使用用途2Definition:ensuresthattheprojectwillsatisfytheneedsforwhichitwasundertakenProcess:Planningqualityidentifyingwhichqualitystandardsarerelevanttotheprojectandhowtosatisfythem;taicisastandardofmeasurementPerformingqualityassuranceperiodicall^valuatingoverallprojectperformancetoensuretheprojectwillsatisfytherelevantqualitystandardsPerformingqualitypontrolmonitoringspecificrojectresulttoensurethattheycomplywiththerelevantqualitystandardsLecture9Riskmanagement塔大要点只要求掌握projectriskmanagementproces娜&姐还强调了positiveandnegativerisks,thecategorieso样卷没有相关题目)Positiveriskserisksthatresultingoodthingshappening;sometimescalledopportunities.Negativeriskisnvolvesunderstandingpotentialproblemsthatmightoccurintheprojectandhowtheymightimpede阻碍projectsuccess.Projectriskanuncertaintyhatcanhaveanegativsrpositiveeffexntmeetingprojectobjectives.ThegoalofrojectriskmanagemeiilstominimizepotentialnegativeriskswhilemaximizingpotentialpositiverisksBroadcategoriesofriskMarketriskFinancialriskc) TechnologyriskPeopleriske) Structure/processriskAriskbreakdownstructureahierarchyofpotentialriskcategoriesforaprojectPPT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. Projectriskmanagementprocesses(记住几大块就行了，每个点里我就是多解释了一些，relax)Projectqualitymanagementa)Planningriskmanagemen:tDescription:Decidinghowtoapproachandplantheriskmanagementactivitiesfortheproject.这阶段会得出riskmanagementplan--aplanthatdocumentstheproceduresformanagingriskthroughoutaproject这一阶段强调一些topics:Methodology,rolesandresponsibilities,budgetandschedule,riskcategories,riskprobabilityandimpact,riskdocumentationContingencyplanarepredefinedactionsthattheprojectteamwilltakeifanidentifiedriskeventocc意外事故计划Fallbackplansaredevelopedforrisksthathaveahighimpactonmeetingprojectobjectivesandareputintoeffectifattemptstoreducetherisk退r路Hoteffective划Contingencyreservesorallowancesareprovisionheldbytheprojectsponsorororganizationtoreducetheriskofcostorscheduleoverrunstoan应急ptablelevel储备金b)IdentifyingrisksDescription:determiningwhichrisksarelikelytoaffectaprojectanddocumentingthecharacteristicsofeach.Riskidentificattiooonlsandtechniquiensclude:BrainstormingTheDelphiTechnique:usedtoderive源于aconsensus一致amongapanelofexpertswhomakepredictionsaboutfuturedevelopmentsInterviewingSWOTanalysisc) PerformingqualitativeriskanalysisDescriptionPrioritizingrisksbasedontheirprobabilityandimpactofoccurrence.Riskquantificattiooisandtechniqu^siclude:Probability/impactmatrixes审有学过)Liststherelativprobabilitofariskoccurringm5rhkNrkk.4onesideofamatrixoraxisonachartandtherelativeimpactoftheriskoccurringontheother.*rfiikJ刊我25flUk11Thenlisttherisksandthenlabeleachoneashigh,riycSiriikIOrisk”medium,orlowintermsofitsprobabilitofLowoccurrenceanditsimpactifitdidoccurIrnp-actTheTopTenRiskItemTrackingHelptoidentifyrisksandmaintainanawarenessofrisksthroughoutthelifeofaprojectWatchlistAlistofrisksthatarelowprioritybutarestillidentifiedaspotentialrisksd)PerformingquantitativeriskanalysisDescriptionNumericallyestimatingtheeffectsofrisksonprojectobjectives.Maintechniquesinclude:DecisiontreeanalysisSimulation模仿Simulatiomsesarepresentationrmodelofasystemtoanalyzetheexpectedbehaviororperformanceofthesystem.SensitivityanalysisAtechniqueusedtoshowtheeffectofchangingoneormorevariablesnanoutcome.PlanningriskresponsesDescriptionTakingstepstoenhanceopportunitiesandreducethreatstomeetingprojectobjectives.Fourmainresponsestrategifornegativerisks:Riskavoidance/Riskacceptance/Risktransference/Riskmiti躲a避on接受，转变，减轻Residualriskirerisksthatremainafteralloftheresponsestrategieshavebeenimplemented.Secondaryrisksreadirectresultofimplenientingariskresponse.f) Monitoringandcontrolling:risksDescriptionMonitoringidentifiedandresidualrisks,identifyingnewrisks,carryingoutriskresponseplans,andevaluatingtheeffectivenesofriskstrategiesthroughoutthelifeoftheproject.Workarounds全变措施areunplannedresponsestoriskeventsthatmustbedonewhentherearenocontingency。lans.Mainoutputsofriskmonitoringandcontrolare:RiskregisterupdatesOrganizationalprocessassetsupdatesChangerequestsUpdatestotheprojectmanagementplanandotherprojectdocumentsCloaGn>gProcessUl。少白prajeiCt&rpHm卷白Output^FinalpnQduc-tvservlm^orres11Ittransrtlc^n;organlzatl^nEilprGicegg..ipd&tesProject^t^artP心FlrU吸1.Initiating这一阶段的主要活动就是Developtheprojectcharter:Projectcharteradocumentthatformallyrecognizestheexist