软件项目计划概述delm

Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,*,标题单击此处编辑母版样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,*,*,信息科学与技术学院,标题单击此处编辑母版样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,软件项目计划概述,主讲人：王辉,2014-2-28,复习：,项目的定义,项目是为完成,某一独特,的,产品,、,服务,或,成果,所做的,一次性,努力。,A project is a temporary endeavor undertaken to create a unique product,service,or result.(PMBOK),复习：,项目管理的定义,项目管理,(PM),就是在项目活动中运用相关,知识,技能,工具,和,技术,满足,项目的要求,。,Project management,is the application of knowledge,skills,tools,and techniques to project activities to meet the project requirements.(PM,BOK,),项目经理,顾客,执行组织,项目发起者,甘特图、,Microsoft Project,等,客户,满意,复习：,项目管理的图示化,复习：项目管理的,知识领域,项目集成管理,Project Integration Management,项目范围管理,Project Scope Management,项目时间管理,Project Time Management,项目成本管理,Project Cost Management,项目质量管理,Project Quality Management,复习：项目管理的,知识领域,项目人力资源管理,Project Human Resource Management,项目沟通管理,Project Communications Management,项目风险管理,Project Risk Management,项目采购管理,Project Procurement Management,项目利益相关者管理,Project Stakeholder Management,启动,计划,执行,控制,收尾,计划,执行,控制,启动,收尾,项目管理的,五个过程组,(PMBOK),项目论证,计划,执行,控制,启动,收尾,该项目值得做吗？,复习：,成本效益评价技术,净利润,(,Net Profit,),回收期,(,Payback Period,),投资回报率,(,Return On Investment,ROI,),净现值,(,Net Present Value,NPV,),内部回报率,(,Internal Rate of Return,IRR,),软件项目计划概述,计划,执行,控制,启动,收尾,项目计划,项目计划的重要性,PMI,：作为,零售摊位,成功的,关键要素,：,位置、位置、位置,项目计划的重要性,PMI,：,项目成功,的,三大要素,（法宝）：,计划、计划、计划,计划,是通向项目,成功,的路线图,时间,资源投入,开发工作,计划性工作,协调性工作,没有计划,性的情况,时间,资源投入,开发工作,计划性工作,协调性工作,有计划,的情况,步进式计划活动框架图,步进式策划活动框架图,0.Select,project,1.Identify,project objectives,2.Identify project,infrastructure,3.Analyze,project,characteristics,4.Identify products,and activities,5.Estimate effort,for activity,8.Review/publicize,plan,6.Identify activity,risks,7.Allocate,resources,9.Execute plan,10.Lower level,planning,Review,Lower,level,detail,For each,activity,项目计划的,三个,关键步骤,任务分解（,WBS,）,工作量估计,资源、进度安排,项目计划书,项目计划书关键：,进度计划,甘特图,Henry Laurence,Gantt,18611919,科学管理运动,的先驱者之一,人际关系理论,的先驱者之一,甘特图发明于第一次世界大战期间，是当时管理技术上的,一次革命,其它贡献：,提出了任务和奖金制,度；,强调对工人进行教育的重要性,项目计划课程安排,任务分解与工作量估计,关键路径法（,CMP,）,程序评价评审技术（,PERT,）：,风险,关键链法（,CCPM,）：,资源,任务分解,Defining activities,A project is,:,Composed of a number of,activities,May start when,at least one,of its activities is ready to start,Completed when,all,its activities are completed,Defining activities-continued,An activity,Must have clearly defined,start,and,end-points,Must have,resource,requirements that can be,forecast,:these are assumed to be constant throughout the project,Must have a,duration,that can be,forecast,May be,dependent on,other activities being completed,first,Identifying activities,Work-based,method,Product-based method,Hybrid method,Work-based,method,Brainstorming(,头脑风暴,),Work Breakdown Structure,(WBS,工作分解结构,),Work Breakdown Structure,Work Breakdown Structure,上下层次,之间的,关系,注意层次的,深度,只有最底层的,叶子节点,构成了项目的,活动集合,WBS,可以随着项目的进展而,细化,Product-based approach,List the,deliverable,and,intermediate products,of project,product breakdown structure(PBS),Identify the,order,in which products have to be created,Work out the,activitie,s needed to create the products,Hybrid Method,IBM,混合方法的,五个层次,层一：项目,层二：可交付物,层三：构件,层四：工作包,层五：任务,