PM-项目管理-1概述.ppt

1、ProjectManagement,Chap.1Introduction-概述,2011春夏学期授课版,2,Agenda-本章需要解决的问题,WhyneedProjectManagement？PM&SoftwarecharacteristicsProblemsinSWdevelopmentandSPMChallengeofSWdevelopment,2011春夏学期授课版,3,现代管理的三个热点：,就一个组织的管理而言，应该包括三个部分。1.战略管理：从宏观上明确和把握发展方向2.运作管理：对日常的、重复性工作的管理3.项目管理：对一次性的、创新性工作的管理由于项目管理的效率高、反映灵敏，所以

2、运用的企业更多。,2011春夏学期授课版,4,Moredregsprojectofbeancurd？Illogicalobjective（时间）jerry-build（成本）Subcontract（手续）Notrefundloan？RiskManagement(风险)MoreUnsuccessfulinfoingproject？Backbonejob-hopping，manpoweralteration(人力资源)Requirementschanged（范围）,Why？,2011春夏学期授课版,5,In21st,everythingisproject,orisbecomingProject,P

3、aulGracePresidentofPMIProfessionalscertificationcommittee,2011春夏学期授课版,6,Important2jobsforfutures,Techniquesinnovation技术革新的典范-优选法Projectmanagement没有项目管理就没有现代产业HuaLuogeng华罗庚,2011春夏学期授课版,7,46%,26%,28%,USStandishGroup,对1999年当年软件项目的统计,StatisticsofSuccessandfailingforITProject,有问题的项目Overbudget,overtimeEtc

4、.,2011春夏学期授课版,8,PMHistory,项目管理，远自几千年前的人类文明，近如现代工业领域。例如GreatWallofChina,EgyptianPyramids(金字塔)航空航天工程项目and建筑工程项目,2011春夏学期授课版,9,HistoryofProjectManagement,ModernprojectmanagementbeganwiththeManhattanProject,whichtheU.S.militaryledtodeveloptheatomicbombIn1917HenryGanttdevelopedtheGanttchartasatoolforsche

5、dulingworkinjobshopsIn1958,theNavydevelopedPERTchartsInthe1970s,themilitarybeganusingprojectmanagementsoftware,asdidtheconstructionindustryBythe1990s,virtuallyeveryindustrywasusingsomeformofprojectmanagement1985:TQM1990-93:Re-engineering,self-directedteams1996-99:Riskmgmt,projectoffices2000:M&A,glob

6、alprojects,2011春夏学期授课版,10,PMdevelopment,CPM,PERTNowPMapplicationsismoreandmorePeoples,customer-oriented,softmanagement,2011春夏学期授课版,11,ProjectManagementKnowledgeContinuestoGrowandMature,PMIlaunchedtheirCenterforPMKnowledgeandWisdominDecember2001PMIhostedtheirfirstresearchconferenceinJune2000inParis,F

7、rance,secondoneinJuly2002ThePMBOKGuide2000EditionisanANSIstandard,andPMIscertificationdepartmentearnedISO9000certificationHundredsofnewbooks,articles,andpresentationsrelatedtoprojectmanagementhavebeenwritteninrecentyears,2011春夏学期授课版,12,HowProjectManagement(PM)RelatestoOtherDisciplines,Muchoftheknowl

8、edgeneededtomanageprojectsisuniquetoPMHowever,projectmanagersmustalsohaveknowledgeandexperienceingeneralmanagementtheapplicationareaoftheprojectProjectmanagersmustfocusonmeetingspecificprojectobjectives,2011春夏学期授课版,13,PMTripleConstraint,每一个项目都会受到范围目标、时间目标和成本目标的约束这三个目标又经常存在冲突，一个合格的项目经理，其责任之一就是平衡三者的关系

9、在此过程中，由于项目的不确定性和资源使用的竞争性，平衡往往成为权衡因此，成功的项目管理，就意味着同时实现范围、时间和成本三个目标，并让项目利益相关者满意！,2011春夏学期授课版,14,Inwhatwaysdomodernprojectsdifferfromancientprojects?现代人们对项目及其管理有一些什么样的认识和做法？,2011春夏学期授课版,15,Projectsmaybeundera,FunctionalOrganizationMatrixOrganizationProjectOrganization,2011春夏学期授课版,16,FivefunctionsofthePM

10、,PlanningOrganizingLeadershipControlChange,2011春夏学期授课版,17,ClassicalApproach,Assumesthereisauniversalsetofmanagementprinciples采用公认的管理原则BehavioralApproach:emphasisonhumanaspects强调人性化SystemApproach采用系统论的方法,Softwareneedsmanagement,2011春夏学期授课版,19,Softwareneedsmanagement,Softwarecharacteristics特性CostStruc

11、ture成本IndustrialProblems产业SoftwareDisaster危机ProblemsinSoftwareTechniques技术进步PositioninSEKnowledgestructure知识结构,2011春夏学期授课版,20,Softwarecharacteristics,Essentials:logicelements,notentitativeelements.DevelopingSoftware，andproducingproduct.Nowearandtearinusing,2011春夏学期授课版,21,Softwarecharacteristics(cont

12、.),2011春夏学期授课版,22,Softwarecharacteristics(cont.),Production:Standardization&assembleMassSW:customizationScientificarithmeticfunctionlib(1960s）DatastructurereusingReusingcomponents人们设法改进软件开发的过程。,2011春夏学期授课版,23,CostStructureischanged,One-offCostofmanufactureLogicproductminimediacostisignoredInvestment

13、cessMoreMaintaincostserviceisquality解决软件危机本来就是为了回答两个问题：如何高效率的开发软件如何维护越来越多的软件,2011春夏学期授课版,24,MainproblemsinSWindustry,Industrialscale如何定量度量软件的规模？Coretechnique如何发展核心技术Pirateandillegalcopy如何防止盗版和非法拷贝？,2011春夏学期授课版,25,为什么会有这样的问题存在？,发展策略的缺乏印度我们自己发展规则知识决定一切（创新，团队）头脑产业新的管理模式,2011春夏学期授

14、课版,26,软件原因引起的灾难,NATO，1958，SoftwareDisastersisputforwardMoreandmoreunsuccessfulSWProject:NASA,1999-10,Marsweathersatellitelost.US$125million.1963-1966,IBM360OS(1000Bug/Rel.),2011春夏学期授课版,27,软件原因引起的灾难(Cont.),Somedata：BeyondSWtimedeadline:about70SWProject.Beyond20%-50%planningrel.timeinBigProjectBeyondS

15、Wcost：90SWProject.Biggertheprojectis，morecosttospendAuditBureauUS:usablecontractSWisonly298isunsuccessful,2011春夏学期授课版,28,SoftwareDisasters(Cont.),CrunchModeDeathMarch,2011春夏学期授课版,29,SoftwareDisasters(Cont.),chronicafflictionSuggestedbyProf.DanielTiechrow,UniversityofMichigan,2011春夏学期授课版,30,软件灾难的特点,S

16、D开发逾期.SD成本超过预算.SQA质量没有保证.,2011春夏学期授课版,31,规模、成本、进度、质量等的定量度量复杂性控制提高生产效率,ProblemsinSWtechnique,2011春夏学期授课版,32,e.g.:Windows95have10,000,000linecodeWindows2000have50,000,000linecodemore3000engineersand100+teams,Exchange2000和Windows2000DevOrg.structure,typeofproject,2011春夏学期授课版,34,typeofproject,规模(big,mid

17、dle,mini),复杂度,产品/服务,应用,用户,2011春夏学期授课版,35,PMinSWEBOK,SWEBOKGuidetotheSoftwareEngineeringBodyofKnowledge,2011春夏学期授课版,36,Contents,Software&SESPMSystemengineeringRequirementanalysisData-process-orientedanalysisOORAData-OrientedSoftwareDesignData-process-orientedDesignOOD,UIProgramandcodingSoftwareTestin

18、gmantainanceConfigurationmanagementReuseTech.RPCASENewTech.forSWD,2011春夏学期授课版,37,ChallengeinSWdevelopment软件发展挑战,Deadlines期限(85%)Resourceconstrained需求扭曲（83）Communicationswithteams通信消耗（80）Commitmentfromteam团队承诺（74）Makemilestone里程碑（90）Change变更（60）Planningagreeforteams计划符合性（57）Topcommitment最终义务（45）Confl

19、ict冲突（42）,subcontract转包（38）,2011春夏学期授课版,38,ChallengeforPM,Projectmanager：EstimationandPlanning预算和计划Qualitystd.andmatrix品质Guidefororganizationstrategies组织策略Techniquesofvisualizingtheprocess过程技术Roledefinition角色分配Ruleforsuccess成功规则NoSTD.没有标准,2011春夏学期授课版,39,Challengeforteammembers,Teammembers：Incorrectw

20、orkingdescriptions不恰当的工作描述ITmanagementmiss管理疏忽InsufficiencyApplicationdomainknowledge应用领域知识缺乏Insufficiencydocument文档缺乏Precedingtaskisnotfinishedontimeincludingequipment任务不能按时完成Lackofcommunicationwithuserandengineerer和用户缺乏沟通Lackofqualitycontrol质量控制缺乏SWDevelopmentenvironmentchange外界环境变化Deadlinepress终期

21、压力,2011春夏学期授课版,40,Mistake过失inSWdevelopment,SourceProductaspect需求镀金：项目具有比实际需求多得多的性能功能蔓延：项目平均会有25%的需求变更（Jones1994）开发人员的镀金：开发人员着迷于新技术又推又拉的交易：经理在批准项目进度顺延时又加入了新的功能研究导向的开发,2011春夏学期授课版,41,软件项目常见错误,过程缺乏计划过于乐观的计划在压力下放弃计划缺乏足够的风险管理承包人导致的失败在模糊的项目前期（fuzzyfrondend）浪费时间前期活动不合要求,2011春夏学期授课版,42,软件项目常见错误,设计低劣缺少质量保证措施缺少管理控制太早和过于频繁的集成项目估算时遗漏必要的任务追赶计划鲁莽编码,2011春夏学期授课版,43,软件项目常见错误,技术相关的错误银弹综合症:过于相信以前没有采用过的技术的宣传过高估计了新技术或方法带来的节省量项目中间切换工具缺少自动的源代码控制手段,2011春夏学期授课版,44,软件项目常见错误,人员相关的错误挫伤积极性人员素质低对有问题的员工失控英雄主义项目后期加入