软件项目管理案例分析

IT项目管理案例分析The GPS Auto-navigation System Verification Project戴小卫Z090309289/25/2010REQUIREMENT 1: Project OrganizationYou quickly began assembling the project planning team. The team would have responsibility for: (1) developing the project plan and schedule, (2) conducting the reliability testing of the guidance systems, (3) conducting the tear down audit and interpreting the results, and (4) reporting the results of the project to Senior Management.This is your project. Your project team consists of Gail YU, Manager of Quality Engineering, Tom HUANG, Manager of Design and Product Engineering, Jesse LIU, a senior engineer from Product Manufacturing, and Pete DONG, a senior engineer from Administration responsible for component purchasing and incoming testing of materials. Each member of your project team has access to whatever resources they need to support the project. This is a top priority for the company and you have been assured that you will “get whatever you need to complete the project”.You decide that a first order of business is to develop a Project Charter. You will have an initial meeting in one day with the project management team. This is where you will develop the project objectives, roles, and responsibilities. You decide to go in with a draft and have the team work from there. In preparation for this meeting,(a) develop an initial project charter,项目名称：导航系统可靠性测试及模块分解审计项目起始时间：2010-9-1项目结束时间：2010-9-27项目目标：通过对5套导航系统的可靠性测试和模块审计，分别从工艺评估和工程设计分析 去判断那些工艺上的缺陷对产品的影响。通过测试结果的说明去说服客户公司的产品设计和实现是可靠可信的。项目经理：Da i xiaowei Reliability Engineering Manager项目成员：Gail YU， Manager of Quality Engineering Tom HUANG，Manager of Design and Product Engineering Jesse LIU，senior engineer from Product Manufacturing Pete DONG，senior engineer from Administration responsible for component purchasing and incoming testing of materials项目进程安排：1. 设计测试计划和时间安排2. 实施导航系统可靠性测试3. 实施模块分解审计，说明审计结果4. 分析测试和审计结果5. 提交项目总结报告(b) develop a complete Linear Responsibility Chart, 活动项目经理Gail YUTom HUANGJesse LIUPete DONG设计测试计划1，2，63，53，544实施导航系统可靠性测试1，1，2，61，3，53，53，5实施模块分解审计1，2，51，2，61，3，53，53，5分析测试和审计结果1，1，3，51，3，53，53，5编写提交项目总结报告1，23，53，5441 - Responsibility2 - Supervision3 - Must be consulted4 - May be consulted5 - Must be notified6 - Approval authority(c) complete a stakeholder analysis. 10 / 10Stakeholder Analysis姓名George WUPeter WANGThomas GUJames TANJane YANGRobert HOUDaixiaoweiGail YUTom HUANGJesse LIUPete DONG组织公司内部高管公司内部高管公司内部高管公司内部高管公司内部高管客户方代表项目团队项目团队项目团队项目团队项目团队项目角色Project ManagerSenior Vice-president,Director of Product ManufacturingDirector of Marketing and SalesDirector of EngineeringDirector of Inspection & TestInternal Customer RespresentativeReliability Engineering ManagerManager of Quality EngineeringManager of Design and Product Engineeringsenior engineer from Product Manufacturingsenior engineer from Administration responsible for component purchasing and incoming testing of materials利益相关程度很高高高很高很高高很高很高很高很高很高影响水平很高；有控制作用高：难以替代中等，维系客户关系的主要专家很高：与高管沟通的主要途径高：Inspection & Test 的主要专家中等很高：有控制作用高：项目质量保证的主要专家高：项目设计的主要专家，难以替代高：产品制造专家高：项目所需硬软件资源采购的主要负责人关系管理建议保持信息沟通，迅速满足他的要求保持信息沟通，是快乐就能保证Inspection & Test执行者的水平提前做好与其的沟通，才能更好的理解客户的态度和需求确保与其高频率的交流沟通，并使其能够准确的向高管汇报项目情况与其保持良好的关系，就能使其为项目提供重要建议，使其成为项目的重要顾问追求细节，控制欲望强烈的家伙，需要小心，维系好与他的关系才能使客户对整个项目有信心与其保持良好的沟通，保证其QA Leader的地位，使其能够带领团队更好的执行工作与其保持良好的沟通，确保其在项目中技术权威的地位，技术问题第一时间找他与其保持良好的沟通，使其快乐，就能确保项目环境的万无一失给足其时间，就能保证所需资源的按时到位REQUIREMENT 2: Network Planning for the Reliability Testing and Workmanship Auditing The team has quickly developed a sequence of major activities for the project. These activities are listed in the table below along with durations and predecessor relationships:Task IDTask NameDuration (days)Predecessor(s)AReliability Testing Planning & Design5-BReview of Audit Discrepancies2ACJoint Conference with Senior Management1ADPhase I Tear Down Inspection: Electrical & Mechanical Testing2C,HEPhase II Tear Down Inspection: Assembly, Components, and Fabrication3DFAnalysis of Tear Down Audit Results1EGTear Down Inspection Planning & Design4-HTear Down Inspector Briefing, Workspace Preparation, & Procudures Development4B,GIReporting of Tear Down Audit Results1FJProduction Procedures Audit & Evaluation6A,GKReliability Test Preparations2ALEnvironmental Lab and Test Chamber Preparation1AMOperational Testing of Systems Under Full Load11K,LNReview, Analysis, & Reporting of Reliability Test Results3MGiven the table of project activities: (a) Develop a CPM Activity on Node diagram for the project,Determine the critical path and the duration of the critical path for the project, CPM为AKMN，总项目时间为21天。(c), What conclusions can you draw from the CPM diagram?, 从定义出的关键路径可以看出，整个项目的主要工作量和成本集中在可靠性测试中，只有保证可靠性测试按时完成，整个项目才不会出现延误，通过追踪关键路径可以平衡整个项目的进度。(b) Discuss the assumptions, limitations, and implications for using the CPM as an approach for scheduling this project? 由于该项目对成本并无要求，但是对时间和资源都有比较严格的控制要求，可以通过关键路径法对项目进度和项目所需资源进行优化，同时由于关键路径法本身的缺点所导致的局限性，诸如：各个活动的优先级并不明显，各个活动的时间经常需要利用概率分布来估计时间点，有可能会出现偏差，如果遇到确实无法确定的工作，管理团队应该在项目运作中进行充分的分析并做出相应的调整，此时的网络计划就显得非常无力。REQUIREMENT 3: PERT as a method to schedule the ProjectYou want to develop a more realistic estimate for the project schedule. Therefore, you have requested that your project team develop PERT based estimates for project durations. The following table has been provided with the PERT data: Task IDOptimisticDuration (days)Most LikelyDuration (days)PessimisticDuration (days)Predecessor(s)A456-B128AC111AD128C,HE339DF115EG345-H3411B,GI115FJ467A,GK122AL112AM101112K,LN234MGiven the table of project activities: (a) Develop a PERT Activity on Node diagram for the project (This diagram must specify the critical path and duration of the CP, 通过PERT分析的关键路径可知完成整个项目可能需要24个工作日(b) Construct a table which identifies: Activity, duration, Early Start, Early Finish, Late Start, Late Finish, and Slack (Float), and Activity Standard Deviation (round to 1 decimal place), ActivityDurationEarly StartEarly finishLate StartLate FinishSlackStanderd DeviationA5.0150500.3B2.857.957.901.2C1.05611.912.96.90.0D2.812.915.812.915.801.2E4.015.819.815.819.801.0F1.719.821.519.821.500.7G4.01447.93.90.3H5.07.912.97.912.901.3I1.721.523.221.523.200.7J5.851117.223.2120.5K1.8577.29.22.20.2L1.2577.29.22.20.2M11.07189.220.22.20.3N3.0182120.223.22.20.3*起始工作日为1，表格中所填数据都已工作日为单位(c) What can you conclude about the project duration from analysis of the PERT network diagram?, 通过PERT分析关键路径我们可知对于分解模块审计决定了整个项目的进程。因此如果能够控制对分解模块审计的时间就可以有效地缩短整个项目所需要的时间(d) What are the primary concerns that a PM must consider in using PERT for project scheduling?利用PERT进行项目管理调度主要考虑时间的不确定性，重点在于对时间的控制，在已知乐观时间，悲观时间和最可能时间的前提下，通过公式 计算出期望时间最后确定关键路径。REQUIREMENT 4: Risk ManagementJames TAN is concerned about the failure in the project. There is a great deal at stake for the company, not to mention his career. He approaches you and says that he heard that, “Risk Management is an approach that can totally eliminate project failure.” Based on your knowledge of risk management and the case situation:(a) discuss the statement made by James TAN, James Tan的论断是不全面的。风险管理的主要目的是在项目管理过程中识别风险和控制风险。通过对风险的转移、防范、避免、降低和利用五种策略可以有效的进行风险管理。在任何项目中都存在着风险，风险是一种不确定性，风险可能会导致项目的失败，有效的风险管理可以降低这种可能性。但是项目失败不一定都是风险因素造成的。所以风险管理不能完全消除项目失败的可能性。但是能够有效的降低这种可能性。(b) identify primary sources of risk inherent in this project, 该项目的风险源大致可以定义为以下几点：1 对时间或资源可用日期的估计错误；对浮动时间或时差的分配管理不善2 成本风险，虽然公司高管承诺了无需考虑成本，但并未明确具体成本上限3 人力资源风险，项目组织和职责划分不科学，人员缺席等4 技术风险，缺乏培训，对方法、工具和技术理解的不够，应用领域的经验不够，新的技术和开发方法，不能正确工作的方法5 沟通相关风险，包括与客户，高管和组员间的共同问题 (c) develop and discuss the role that risk management can play in successful accomplishment of THIS project. 1 有助于项目经理制定切实可行的项目进度计划2 有助于公司高管更好的理解项目（从成本上考虑）3 有助于项目经理更好的进行资源管理和调配，充分发挥各组员的能力，高效率高质量完成项目4 有助于项目经理预见项目中的技术难点并提前进行公司内部的资源调配来克服技术困难，从而使项目能够顺利的进行。5 有助于促进项目经理与公司高管，客户和组员的沟通，明确需求，汇报进度，做到问题早发现早报告早预防早解决