軟件項目管理案例分析

1、IT項目管理案例分析The GPS Auto-navigation SystemVerification Project戴小衛(wèi)Z09030928 9/25/2010REQUIREMENT 1: Project Orga nizationYou quickly bega n assembli ng the project pla nning team. The team would have resp on sibility for: (1) develop ing the project pla n and schedule, (2) con duct ing the reliability

2、testi ng of the guida nee systems, (3) con duct ing the tear dow n audit and in terpret ing the results, and (4) report ing the results of the project to Senior Man ageme nt.This is your project. Your project team con sists of Gail YU, Man ager of Quality Engin eeri ng, Tom HUANG, Man ager of Desig

3、n and Product Engin eeri ng, Jesse LIU, a senior engin eer from Product Manu facturi ng, and Pete DONG, a senior engin eer from Admi nistratio n resp on sible for comp onent purchas ing and incoming testi ng of materials. Each member of your project team has access to whatever resources they n eed t

4、o support the project. This is a top priority for the compa ny and you have bee n assured that you willn “edetowhatever youcomplete the project ”.You decide that a first order of bus in ess is to develop a Project Charter. You will have an initial meeting in one day with the project management team.

5、 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 preparati on for this meeti ng,(a) develop an initial project charter,項目名稱：導(dǎo)航系統(tǒng)可靠性測試及模塊分解審計項目起始時間：2010-9-1項目結(jié)束時間：2010-9-27項目目標：通過對5套導(dǎo)航系統(tǒng)的可靠性測試和模塊

6、審計，分別從工藝評估和工程設(shè)計分析 去判斷那些工藝上的缺陷對產(chǎn)品的影響。通過測試結(jié)果的說明去說服客戶公司的 產(chǎn)品設(shè)計和實現(xiàn)是可靠可信的。項目經(jīng)理： Da i xiaowei Reliability Engineering Manager項目成員：Gail YU, Ma nager of Quality En gi neeri ngTom HUANG，Manager of Design and Product EngineeringJesse LIU senior engineer from Product ManufacturingPete DONG, senior engineer from

7、 Administration responsible for component purchas ing and incoming test ing of materials項目進程安排：1.設(shè)計測試計劃和時間安排2. 實施導(dǎo)航系統(tǒng)可靠性測試3. 實施模塊分解審計，說明審計結(jié)果4. 分析測試和審計結(jié)果5. 提交項目總結(jié)報告(b) develop a complete Lin ear Resp on sibility Chart,活動項目經(jīng)理Gail YUTom HUANGJesse LIUPete DONG設(shè)計測試計 劃1，2, 63，53, 544實施導(dǎo)航系 統(tǒng)可靠性測 試1，1, 2,

8、61, 3, 53, 53, 5實施模塊分 解審計1，2，51, 2, 61, 3, 53, 53, 5分析測試和審計結(jié)果1，1，3, 51, 3, 53, 53, 5編寫提交項 目總結(jié)報告1，23, 53, 5441 - Resp on sibility2 - Supervisi on3 - Must be con sulted4 - May be con sulted5 - Must be notified6 - Approval authority(c) complete a stakeholder an alysis.Stakeholder Analysis姓名George WUPet

9、er WANGThomas GUJamesTANJane YANGRobert HOUDaixiaoweiGail YUTom HUANGJesse LIUPete DONG組織公司內(nèi)部 高管公司內(nèi)部高 管公司內(nèi)部 高管公司內(nèi)部 高管公司內(nèi)部 高管客戶方代表項目團隊項目團隊項目團隊項目團隊項目團隊項目 角色Project Man agerSenior Vicepreside nt Director of Product Man ufactur in gDirector of Marketi ng and SalesDirector of Engin eeri ngDirector of In

10、specti on& TestIn ternal Customer Resprese ntati veReliabilityEngin eeri ngMan agerMan ager ofQuality Engin eer ingMan ager of Desig n and ProductEngin eeri ngsenior engin eer from Product Man ufacturi ngsenior engin eer fromAdmi nistratio n resp on sible for comp onent purchas ing and incoming

11、test ing of materials利益 相關(guān) 程度很高高高很高很高高很高很高很高很高很高影響 水平很高；有 控制作用高：難以替 代中等，維 系客戶關(guān) 系的主要 專家很高：與 高管溝通 的主要途 徑高：In specti on& Test的主要專家中等很高：有控 制作用高：項目質(zhì) 量保證的主 要專家高：項目設(shè) 計的主要專 家，難以替 代高：產(chǎn)品制造 專家高：項目所需硬 軟件資源采購的 主要負責人關(guān)系 管理 建議保持信息 溝通，迅 速滿足他 的要求保持信息溝 通，是快樂 就能保證In specti on & Test執(zhí)行者 的水平提前做好 與其的溝 通，才能 更好的理 解客

12、戶的 態(tài)度和需 求確保與其 高頻率的 交流溝通，并使 其能夠準 確的向高 管匯報項 目情況與其保持 良好的關(guān) 系，就能 使其為項 目提供重 要建議， 使其成為 項目的重 要顧問追求細節(jié)， 控制欲望強 烈的家伙， 需要小心， 維系好與他 的關(guān)系才能 使客戶對整 個項目有信 心與其保持良 好的溝通， 保證其QALeader的地 位，使其能 夠帶領(lǐng)團隊 更好的執(zhí)行 工作與其保持良 好的溝通， 確保其在項 目中技術(shù)權(quán) 威的地位， 技術(shù)問題第 一時間找他與其保持良好 的溝通，使其 快樂，就能確 保項目環(huán)境的 萬無一失給足其時間，就 能保證所需資源 的按時到位REQUIREMENT 2: Network

13、Pla nning for the Reliability Testi ng and Workma nship Audit ingThe team has quickly developed a seque nee of major activities for the project. These activities are listed in the table below along with durati ons and predecessor relati on ships:Task IDTask NameDurati on (days)Predecessor(s)AReliabi

14、lity Testi ng Pla nning & Desig n5-BReview of Audit Discrepa ncies2ACJoint Conference with Senior Man ageme nt1ADPhase I Tear Dow n In spect ion: Electrical & Mecha ni cal Test ing2C,HEPhase II Tear Down In specti on: Assembly, Comp onen ts, and Fabricati on3DFAn alysis of Tear Down Audit Re

15、sults1EGTear Dow n In specti on Pla nning & Desig n4-HTear Dow n In spector Briefi ng. Workspace Preparatio n, & Procudures Developme nt4B,GIReporting of Tear Down Audit Results1FJProducti on Procedures Audit & Evaluati on6A,GKReliability Test Preparati ons2ALEn vir onmen tal Lab and Tes

16、t Chamber Preparati on1AMOperational Testing of Systems Under Full Load11K,LNReview, Analysis, & Reporting of Reliability Test Results3MGive n the table of project activities:Determine the critical path and the duration of the critical path for the project,CPM為AKMN,總項目時間為21天。(c). What con clusi

17、ons can you draw from the CPM diagram?,從定義出的關(guān)鍵路徑可以看出，整個項目的主要工作量和成本集中在可靠性測試中，只有保 證可靠性測試按時完成，整個項目才不會出現(xiàn)延誤，通過追蹤關(guān)鍵路徑可以平衡整個項目的 進度。(b) Discuss the assumptions, limitations, and implications for using the CPM as an approach for scheduli ng this project?由于該項目對成本并無要求，但是對時間和資源都有比較嚴格的控制要求，可以通過關(guān)鍵路 徑法對項目進度和項目所需資源

18、進行優(yōu)化，同時由于關(guān)鍵路徑法本身的缺點所導(dǎo)致的局限 性，諸如：各個活動的優(yōu)先級并不明顯，各個活動的時間經(jīng)常需要利用概率分布來估計時間 點，有可能會出現(xiàn)偏差，如果遇到確實無法確定的工作，管理團隊應(yīng)該在項目運作中進行充 分的分析并做出相應(yīng)的調(diào)整，此時的網(wǎng)絡(luò)計劃就顯得非常無力。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 yo

19、ur project team develop PERT based estimates for project durati ons. 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,

20、LN234MGive n 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,通過PERT分析的關(guān)鍵路徑可知完成整個項目可能需要24個工作日(b) Con struct a table which ide ntifies: Activity, durati on. Early Start, Early Fi nish. Late

21、Start,Late Fini sh, and Slack (Float), and Activity Stan dard Deviatio n (round to 1 decimal place).ActivityDurati onEarly StartEarly finishLate StartLate FinishSlackSta nderdDeviati onA5.0150500.3B2.857.957.901.2C1.05611.912.96.90.0D2.812.915.812.915.801.2E4.015.819.815.819.801.0F1.719.821.519.821.

22、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起始工作日為1,表格中所填數(shù)據(jù)都已工作日為單位(c) What can you conclude about the project duration from analysis of the PERT network diagram?,通過PERT分析關(guān)鍵路徑我們可

23、知對于分解模塊審計決定了整個項目的進程。因此如果能夠控制對分解模塊審計的時間就可以有效地縮短整個項目所需要的時間(d) What are the primary concerns that a PM must consider in using PERT for project scheduli ng?利用PERT進行項目管理調(diào)度主要考慮時間的不確定性，重點在于對時間的控制，在已知樂觀時間，悲觀時間和最可能時間的前提下，通過公式._ a + 4m +b 6wherete= expected timea= optimitistic time estimatem= most likely time

24、 estimateb= pessimistic time estimate計算出期望時間最后確定關(guān)鍵路徑。REQUIREMENT 4: Risk Man ageme ntJames TAN is concerned about the failure in the project. There is a great deal at stake for the compa ny, not to men ti on his career. He approaches you and says that he heard that, Man ageme nt is an approach that can totally imi nate project failure. Based” n your kno wledge of risk man ageme nt and the case situati