IT项目管理课程.docx

IT项目管理课程.docx

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IT项目管理课程

Chapter1IntroductiontoProjectManagement

4coreknowledgeareasofprojectmanagement:

1Projectscope

2time,

3cost

4qualitymanagement

4facilitatingknowledgeareas:

1humanresource

2communications

3risk

4procurementmanagement

9knowledgeareas:

1scopemanagement

2Timemanagement

3Costmanagement

4Qualitymanagement

5Humanresourcemanagement

6Communicationsmanagement

7Riskmanagement

8Procurementmanagement

9Projectintegrationmanagement

Advantageofusingformalprojectmanagement?

1Bettercontroloffinancial,physical,andhumanresources

2improvedcustomerrelations

3shorterdevelopmenttimes

4lowercostsandimprovedproductivity

5higherqualityandincreasedreliability

6higherprofitmargins

7betterinternalcoordination

8positiveimpactonmeetingstrategicgoals

9higherworkermorale

Whatisaproject?

Aprojectis“atemporaryendeavorundertakentocreateauniqueproduct,service,orresult.”

Projectattributes

1aprojecthasauniquepurpose

2aprojectistemporary

3aprojectisdevelopedusingprogressiveelaboration

4aprojectrequiresresources,oftenfromvariousareas

5aprojectshouldhaveaprimarycustomerorsponsor

6aprojectinvolvesuncertainty

Thetripleconstraintofprojectmanagement：

Scope,time,cost

Constraint           Importance

Time                Thetime constraintreferstotheamountoftimeavailabletocompletethe

                     project.A tight timeconstraintcouldmeanincreasedcostsandreduced

                     scope.

Cost                Thecostconstraintreferstotheamountofbudgetavailabletocompletethe

                     project.Atightcostconstraintcouldmeanincreasedtimeandreduced

                     scope.Scope               Thescopeconstraintreferstowhatmusttobedonetoproducetheproject's

                     endresult.Scopeisbasedoncustomer'srequirements.Increasedscopemeans

                     increasedtimeandincreasedcosts.

Figure1-1

Figure1-2Projectmanagementframework

SuggestedSkillsforProjectManagers

}TheProjectManagementBodyofKnowledge

}Applicationareaknowledge,standards,andregulations

}Projectenvironmentknowledge

}Generalmanagementknowledgeandskills

}

Softskillsorhumanrelationsskills

ProjectManagementCertification

}PMIprovidescertificationasaProjectManagementProfessional（PMP）

Chapter2TheProjectManagementandInformationTechnologyContext

ProjectPhasesandtheProjectLifeCycle

}Aprojectlifecycleisacollectionofprojectphasesthatdefines:

◦Whatworkwillbeperformedineachphase

◦Whatdeliverableswillbeproducedandwhen

◦Whoisinvolvedineachphase

◦Howmanagementwillcontrolandapproveworkproducedineachphase

Figure2-3.PhasesoftheTraditionalProjectLifeCycle

ProductLifeCycles

}Productsalsohavelifecycles

PredictiveLifeCycleModels

}Waterfallmodel:

haswell-defined,linearstagesofsystemsdevelopmentandsupport

}Spiralmodel:

showsthatsoftwareisdevelopedusinganiterativeorspiralapproachratherthanalinearapproach

}Incrementalbuildmodel:

providesforprogressivedevelopmentofoperationalsoftware

}Prototypingmodel:

usedfordevelopingprototypestoclarifyuserrequirements

}RapidApplicationDevelopment（RAD）model:

usedtoproducesystemsquicklywithoutsacrificingquality

Chapter3:

TheProjectManagementProcessGroups:

ACaseStudy

Theprojectmanagementprocessgroupsinclude:

◦Initiatingprocesses

◦Planningprocesses

◦Executingprocesses

◦Monitoringandcontrollingprocesses

◦Closingprocesses

Figure3-4.JWDConsultingIntranetSiteProjectBaseline

Chapter4:

ProjectIntegrationManagement

ProjectIntegrationManagementProcesses

}Developtheprojectcharter:

workingwithstakeholderstocreatethedocumentthatformallyauthorizesaproject—thecharter

}Developtheprojectmanagementplan:

coordinatingallplanningeffortstocreateaconsistent,coherentdocument—theprojectmanagementplan

}Directandmanageprojectexecution:

carryingouttheprojectmanagementplanbyperformingtheactivitiesincludedinit

}Monitorandcontroltheprojectwork:

overseeingprojectworktomeettheperformanceobjectivesoftheproject

}Performintegratedchangecontrol:

coordinatingchangesthataffecttheproject’sdeliverablesandorganizationalprocessassets

}Closetheprojectorphase:

finalizingallprojectactivitiestoformallyclosetheprojectorphase

SWOTanalysis

AnalyzingStrengths,Weaknesses,Opportunities,andThreats

Figure4-3.InformationTechnologyPlanningProcess

}Threeprimarymethodsfordeterminingtheprojectedfinancialvalueofprojects:

◦Netpresentvalue（NPV）analysis

◦Returnoninvestment（ROI）

◦Paybackanalysis

NetPresentValueAnalysis

}Netpresentvalue（NPV）analysisisamethodofcalculatingtheexpectednetmonetarygainorlossfromaprojectbydiscountingallexpectedfuturecashinflowsandoutflowstothepresentpointintime

}ProjectswithapositiveNPVshouldbeconsiderediffinancialvalueisakeycriterion

}ThehighertheNPV,thebetter

Chapter5:

ProjectScopeManagement

ProjectScopeManagementProcesses

}Collectingrequirements:

defininganddocumentingthefeaturesandfunctionsoftheproductsproducedduringtheprojectaswellastheprocessesusedforcreatingthem

}Definingscope:

reviewingtheprojectcharter,requirementsdocuments,andorganizationalprocessassetstocreateascopestatement

}CreatingtheWBS:

subdividingthemajorprojectdeliverablesintosmaller,moremanageablecomponents

}Verifyingscope:

formalizingacceptanceoftheprojectdeliverables

}Controllingscope:

controllingchangestoprojectscopethroughoutthelifeoftheproject

AWBSisadeliverable-orientedgroupingoftheworkinvolvedinaprojectthatdefinesthetotalscopeoftheproject

AworkpackageisataskatthelowestleveloftheWBS

ApproachestoDevelopingWBSs

}Usingguidelines:

someorganizations,liketheDOD,provideguidelinesforpreparingWBSs

}Theanalogyapproach:

reviewWBSsofsimilarprojectsandtailortoyourproject

}Thetop-downapproach:

startwiththelargestitemsoftheprojectandbreakthemdown

}Thebottom-upapproach:

startwiththespecifictasksandrollthemup

}Mind-mappingapproach:

mindmappingisatechniquethatusesbranchesradiatingoutfromacoreideatostructurethoughtsandideas

AWBSdictionaryisadocumentthatdescribesdetailedinformationabouteachWBSitem

Chapter6ProjectTimeManagement

ProjectTimeManagementProcesses

}Definingactivities:

identifyingthespecificactivitiesthattheprojectteammembersandstakeholdersmustperformtoproducetheprojectdeliverables

}Sequencingactivities:

identifyinganddocumentingtherelationshipsbetweenprojectactivities

}Estimatingactivityresources:

estimatinghowmanyresourcesaprojectteamshouldusetoperformprojectactivities

}Estimatingactivitydurations:

estimatingthenumberofworkperiodsthatareneededtocompleteindividualactivities

}Developingtheschedule:

analyzingactivitysequences,activityresourceestimates,andactivitydurationestimatestocreatetheprojectschedule

}Controllingtheschedule:

controllingandmanagingchangestotheprojectschedule

Figure6-3.TaskDependencyTypes

Three-PointEstimates

}Insteadofprovidingactivityestimatesasadiscretenumber,suchasfourweeks,it’softenhelpfultocreateathree-pointestimate

◦Anestimatethatincludesanoptimistic,mostlikely,andpessimisticestimate,suchasthreeweeksfortheoptimistic,fourweeksforthemostlikely,andfiveweeksforthepessimisticestimate

}Three-pointestimatesareneededforPERTandMonteCarlosimulations

Figure6-6.GanttChartforSoftwareLaunchProject

CriticalPathMethod（CPM）

}CPMisanetworkdiagrammingtechniqueusedtopredicttotalprojectduration

}Acriticalpathforaprojectistheseriesofactivitiesthatdeterminestheearliesttimebywhichtheprojectcanbecompleted

}Thecriticalpathisthelongestpaththroughthenetworkdiagramandhastheleastamountofslackorfloat

}Slackorfloatistheamountoftimeanactivitymaybedelayedwithoutdelayingasucceedingactivityortheprojectfinishdate

Figure6-8.DeterminingtheCriticalPathforProjectX

PERTFormulaandExample

}PERTweightedaverage=

optimistictime+4Xmostlikelytime+pessimistictime

6

}Example:

PERTweightedaverage=

8workdays+4X10workdays+24workdays=12days6

whereoptimistictime=8days

mostlikelytime=10days,and

pessimistictime=24days

Therefore,you’duse12daysonthenetworkdiagraminsteadof10whenusingPERTfortheaboveexample

Chapter7:

ProjectCostManagement

ProjectCostManagementProcesses

}Estimatingcosts:

developinganapproximationorestimateofthecostsoftheresourcesneededtocompleteaproject

}Determiningthebudget:

allocatingtheoverallcostestimatetoindividualworkitemstoestablishabaselineformeasuringperformance

}Controllingcosts:

controllingchangestotheprojectbudget

EarnedValueManagement（EVM）

}EVMisaprojectperformancemeasurementtechniquethatintegratesscope,time,andcostdata

}Givenabaseline（originalplanplusapprovedchanges）,youcandeterminehowwelltheprojectismeetingitsgoals

}YoumustenteractualinformationperiodicallytouseEVM

}MoreandmoreorganizationsaroundtheworldareusingEVMtohelpcontrolprojectcosts

EarnedValueManagementTerms

}Theplannedvalue（PV）,formerlycalledthebudgetedcostofworkscheduled（BCWS）,alsocalledthebudget,