PM-項(xiàng)目管理-1概述課件

ProjectManagementChap.1Introduction-概述12011春夏學(xué)期授課版ProjectManagementChap.1IntroAgenda-本章需要解決的問(wèn)題WhyneedProjectManagement？PM&SoftwarecharacteristicsProblemsinSWdevelopmentandSPMChallengeofSWdevelopment22011春夏學(xué)期授課版Agenda-本章需要解決的問(wèn)題WhyneedProje現(xiàn)代管理的三個(gè)熱點(diǎn)：戰(zhàn)略管理項(xiàng)目管理運(yùn)作管理就一個(gè)組織的管理而言，應(yīng)該包括三個(gè)部分。1.戰(zhàn)略管理：從宏觀上明確和把握發(fā)展方向2.運(yùn)作管理：對(duì)日常的、重復(fù)性工作的管理3.項(xiàng)目管理：對(duì)一次性的、創(chuàng)新性工作的管理由于項(xiàng)目管理的效率高、反映靈敏，所以運(yùn)用的企業(yè)更多。32011春夏學(xué)期授課版現(xiàn)代管理的三個(gè)熱點(diǎn)：戰(zhàn)略管理項(xiàng)目管理運(yùn)作管理就一個(gè)組Moredregsprojectofbeancurd？Illogicalobjective（時(shí)間）jerry-build（成本）Subcontract（手續(xù)）Notrefundloan？RiskManagement(風(fēng)險(xiǎn))MoreUnsuccessfulinfoingproject？Backbonejob-hopping，manpoweralteration(人力資源)Requirementschanged（范圍）Why？42011春夏學(xué)期授課版MoredregsprojectofbeancurIn21st,everythingisproject,orisbecomingProject…PaulGracePresidentofPMIProfessionalscertificationcommittee52011春夏學(xué)期授課版In21st,everythingisprojectImportant2jobsforfuturesTechniquesinnovation技術(shù)革新的典范-優(yōu)選法Projectmanagement沒(méi)有項(xiàng)目管理就沒(méi)有現(xiàn)代產(chǎn)業(yè)HuaLuogeng華羅庚62011春夏學(xué)期授課版Important2jobsforfuturesTe46%26%28%SuccessUSStandishGroup,對(duì)1999年當(dāng)年軟件項(xiàng)目的統(tǒng)計(jì)failingStatisticsofSuccessandfailingforITProject有問(wèn)題的項(xiàng)目Overbudget,overtimeEtc.72011春夏學(xué)期授課版46%26%28%SuccessUSStandishGrPMHistory項(xiàng)目管理，遠(yuǎn)自幾千年前的人類文明，近如現(xiàn)代工業(yè)領(lǐng)域。例如GreatWallofChina,EgyptianPyramids(金字塔)

航空航天工程項(xiàng)目and建筑工程項(xiàng)目82011春夏學(xué)期授課版PMHistory項(xiàng)目管理，遠(yuǎn)自幾千年前的人類文明HistoryofProjectManagementModernprojectmanagementbeganwiththeManhattanProject,whichtheU.S.militaryledtodeveloptheatomicbombIn1917HenryGanttdevelopedtheGanttchartasatoolforschedulingworkinjobshopsIn1958,theNavydevelopedPERTchartsInthe1970s,themilitarybeganusingprojectmanagementsoftware,asdidtheconstructionindustryBythe1990s,virtuallyeveryindustrywasusingsomeformofprojectmanagement1985:TQM1990-93:Re-engineering,self-directedteams1996-99:Riskmgmt,projectoffices2000:M&A,globalprojects92011春夏學(xué)期授課版HistoryofProjectManagementMPMdevelopmentCPM,PERTNowPMapplicationsismoreandmorePeoples,customer-oriented,softmanagement102011春夏學(xué)期授課版PMdevelopmentCPM,PERT102011春ProjectManagementKnowledgeContinuestoGrowandMaturePMIlaunchedtheirCenterforPMKnowledgeandWisdominDecember2001PMIhostedtheirfirstresearchconferenceinJune2000inParis,France,secondoneinJuly2002ThePMBOKGuide–2000EditionisanANSIstandard,andPMI’scertificationdepartmentearnedISO9000certificationHundredsofnewbooks,articles,andpresentationsrelatedtoprojectmanagementhavebeenwritteninrecentyears112011春夏學(xué)期授課版ProjectManagementKnowledgeCHowProjectManagement(PM)RelatestoOtherDisciplinesMuchoftheknowledgeneededtomanageprojectsisuniquetoPMHowever,projectmanagersmustalsohaveknowledgeandexperienceingeneralmanagementtheapplicationareaoftheprojectProjectmanagersmustfocusonmeetingspecificprojectobjectives122011春夏學(xué)期授課版HowProjectManagement(PM)RePMTripleConstraint每一個(gè)項(xiàng)目都會(huì)受到范圍目標(biāo)、時(shí)間目標(biāo)和成本目標(biāo)的約束這三個(gè)目標(biāo)又經(jīng)常存在沖突，一個(gè)合格的項(xiàng)目經(jīng)理，其責(zé)任之一就是平衡三者的關(guān)系在此過(guò)程中，由于項(xiàng)目的不確定性和資源使用的競(jìng)爭(zhēng)性，平衡往往成為權(quán)衡因此，成功的項(xiàng)目管理，就意味著同時(shí)實(shí)現(xiàn)范圍、時(shí)間和成本三個(gè)目標(biāo)，并讓項(xiàng)目利益相關(guān)者滿意！132011春夏學(xué)期授課版PMTripleConstraint每一個(gè)項(xiàng)目都會(huì)受到范Inwhatwaysdomodernprojectsdifferfromancientprojects?現(xiàn)代人們對(duì)項(xiàng)目及其管理有一些什么樣的認(rèn)識(shí)和做法？142011春夏學(xué)期授課版InwhatwaysdomodernprojectProjectsmaybeunderaFunctionalOrganizationMatrixOrganizationProjectOrganization152011春夏學(xué)期授課版ProjectsmaybeunderaFunctioFivefunctionsofthePMPlanningOrganizingLeadershipControlChange162011春夏學(xué)期授課版FivefunctionsofthePMPlannClassicalApproachAssumesthereisauniversalsetofmanagementprinciples采用公認(rèn)的管理原則BehavioralApproach:emphasisonhumanaspects強(qiáng)調(diào)人性化SystemApproach采用系統(tǒng)論的方法172011春夏學(xué)期授課版ClassicalApproachAssumestherSoftwareneedsmanagement182011春夏學(xué)期授課版Softwareneedsmanagement18201SoftwareneedsmanagementSoftwarecharacteristics特性CostStructure成本IndustrialProblems產(chǎn)業(yè)SoftwareDisaster危機(jī)ProblemsinSoftwareTechniques技術(shù)進(jìn)步PositioninSEKnowledgestructure知識(shí)結(jié)構(gòu)192011春夏學(xué)期授課版SoftwareneedsmanagementSoftwSoftwarecharacteristicsEssentials:logicelements,notentitativeelements.

DevelopingSoftware，andproducingproduct.NowearandtearinusingtimeFailingprobabilityTubcurveofproduct202011春夏學(xué)期授課版SoftwarecharacteristicsEssentSoftwarecharacteristics(cont.)timeFailingprobability不愿看到的realcurveofSD期望的IdealcurveofSD212011春夏學(xué)期授課版Softwarecharacteristics(cont.Softwarecharacteristics(cont.)Production:Standardization&assembleMassSW:customizationScientificarithmeticfunctionlib(1960’s）DatastructurereusingReusingcomponents人們?cè)O(shè)法改進(jìn)軟件開(kāi)發(fā)的過(guò)程。222011春夏學(xué)期授課版Softwarecharacteristics(contCostStructureischangedOne-offCostofmanufactureLogicproduct—minimediacostisignoredIcessMoreMaintaincostserviceisquality解決軟件危機(jī)本來(lái)就是為了回答兩個(gè)問(wèn)題：如何高效率的開(kāi)發(fā)軟件如何維護(hù)越來(lái)越多的軟件232011春夏學(xué)期授課版CostStructureischangedOne-oMainproblemsinSWindustryIndustrialscale如何定量度量軟件的規(guī)模？Coretechnique如何發(fā)展核心技術(shù)Pirateandillegalcopy如何防止盜版和非法拷貝？242011春夏學(xué)期授課版MainproblemsinSWindustryIn為什么會(huì)有這樣的問(wèn)題存在？

發(fā)展策略的缺乏印度我們自己發(fā)展規(guī)則知識(shí)決定一切（創(chuàng)新，團(tuán)隊(duì)）頭腦產(chǎn)業(yè)新的管理模式252011春夏學(xué)期授課版為什么會(huì)有這樣的問(wèn)題存在？發(fā)展策略的缺乏252011春夏學(xué)軟件原因引起的災(zāi)難NATO，1958，SoftwareDisastersisputforwardMoreandmoreunsuccessfulSWProject:NASA,1999-10,Marsweathersatellitelost.US$125million.1963-1966,IBM360OS(1000Bug/Rel.)262011春夏學(xué)期授課版軟件原因引起的災(zāi)難NATO，1958，SoftwareD軟件原因引起的災(zāi)難(Cont.)Somedata：BeyondSWtimedeadline:about70％SWProject.Beyond20%-50%planningrel.timeinBigProjectBeyondSWcost：90％SWProject.Biggertheprojectis，morecosttospendAuditBureauUS:usablecontractSWisonly2％98％isunsuccessful272011春夏學(xué)期授課版軟件原因引起的災(zāi)難(Cont.)Somedata：2720SoftwareDisasters(Cont.)CrunchModeDeathMarch282011春夏學(xué)期授課版SoftwareDisasters(Cont.)CrunSoftwareDisasters(Cont.)chronicafflictionSuggestedbyProf.DanielTiechrow,UniversityofMichigan292011春夏學(xué)期授課版SoftwareDisasters(Cont.)chro軟件災(zāi)難的特點(diǎn)SD開(kāi)發(fā)逾期.SD成本超過(guò)預(yù)算.SQA質(zhì)量沒(méi)有保證.302011春夏學(xué)期授課版軟件災(zāi)難的特點(diǎn)SD開(kāi)發(fā)逾期.302011春夏學(xué)期授課版規(guī)模、成本、進(jìn)度、質(zhì)量等的定量度量復(fù)雜性控制提高生產(chǎn)效率ProblemsinSWtechnique312011春夏學(xué)期授課版規(guī)模、成本、進(jìn)度、質(zhì)量等的定量度量ProblemsinSExchange2000Windows2000PM25About250Dev.140About1700Test350About3200e.g.:?Windows95have10,000,000linecode

?Windows2000have50,000,000linecodemore3000engineersand100+teamsExchange2000和Windows2000DevOrg.structure322011春夏學(xué)期授課版Exchange2000Windows2000PM25Abtypeofproject332011春夏學(xué)期授課版typeofproject332011春夏學(xué)期授課版typeofproject規(guī)模(big,middle,mini)復(fù)雜度

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用戶342011春夏學(xué)期授課版typeofproject規(guī)模(big,middlPMinSWEBOK《SWEBOK》GuidetotheSoftwareEngineeringBodyofKnowledge352011春夏學(xué)期授課版PMinSWEBOK《SWEBOK》352011春夏學(xué)

ContentsSoftware&SESPMSystemengineeringRequirementanalysisData-process-orientedanalysisOORAData-OrientedSoftwareDesignData-process-orientedDesignOODUIProgramandcodingSoftwareTestingmantainanceConfigurationmanagementReuseTech.RPCASENewTech.forSWD362011春夏學(xué)期授課版ContentsSoftware&SEUI362011ChallengeinSWdevelopment

軟件發(fā)展挑戰(zhàn)Deadlines期限(85%)Resourceconstrained需求扭曲（83％）Communicationswithteams通信消耗（80％）Commitmentfromteam團(tuán)隊(duì)承諾（74％）Makemilestone里程碑（90％）Change變更（60％）Planningagreeforteams計(jì)劃符合性（57％）Topcommitment最終義務(wù)（45％）Conflict沖突（42％）,subcontract轉(zhuǎn)包（38％）372011春夏學(xué)期授課版ChallengeinSWdevelopment

軟件ChallengeforPMProjectmanager：EstimationandPlanning預(yù)算和計(jì)劃Qualitystd.andmatrix品質(zhì)Guidefororganizationstrategies組織策略Techniquesofvisualizingtheprocess過(guò)程技術(shù)Roledefinition角色分配Ruleforsuccess成功規(guī)則NoSTD.沒(méi)有標(biāo)準(zhǔn)382011春夏學(xué)期授課版ChallengeforPMProjectmanageChallengeforteammembersTeammembers：Incorrectworkingdescriptions不恰當(dāng)?shù)墓ぷ髅枋鯥Tmanagementmiss管理疏忽InsufficiencyApplicationdomainknowledge應(yīng)用領(lǐng)域知識(shí)缺乏Insufficiencydocument文檔缺乏Precedingtaskisnotfinishedontime—includingequipment任務(wù)不能按時(shí)完成Lackofcommunicationwithuserandengineerer和用戶缺乏溝通Lackofqualitycontrol質(zhì)量控制缺乏SWDevelopmentenvironmentchange外界環(huán)境變化Deadlinepress終期壓力392011春夏學(xué)期授課版ChallengeforteammembersTeamMistake過(guò)失inSWdevelopmentSource<Rapiddevelopment>Productaspect需求鍍金：項(xiàng)目具有比實(shí)際需求多得多的性能功能蔓延：項(xiàng)目平均會(huì)有25%的需求變更（Jones1994）開(kāi)發(fā)人員的鍍金：開(kāi)發(fā)人員著迷于新技術(shù)又推又拉的交易：經(jīng)理在批準(zhǔn)項(xiàng)目進(jìn)度順延時(shí)又加入了新的功能研究導(dǎo)向的開(kāi)發(fā)402011春夏學(xué)期授課版Mistake過(guò)失inSWdevelopmentSou軟件項(xiàng)目常見(jiàn)錯(cuò)誤過(guò)程缺乏計(jì)劃過(guò)于樂(lè)觀的計(jì)劃在壓力下放棄計(jì)劃缺乏足夠的風(fēng)險(xiǎn)管理承包人導(dǎo)致的失敗在模糊的項(xiàng)目前期（fuzzyfrondend）浪費(fèi)時(shí)間前期活動(dòng)不合要求412011春夏學(xué)期授課版軟件項(xiàng)目常見(jiàn)錯(cuò)誤過(guò)程412011春夏學(xué)期授課版軟件項(xiàng)目常見(jiàn)錯(cuò)誤設(shè)計(jì)低劣缺少質(zhì)量保證措施缺少管理控制太早和過(guò)于頻繁的集成項(xiàng)目估算時(shí)遺漏必要的任務(wù)追趕計(jì)劃魯莽編碼422011春夏學(xué)期授課版軟件項(xiàng)目常見(jiàn)錯(cuò)誤設(shè)計(jì)低劣422011春夏學(xué)期授課版軟件項(xiàng)目常見(jiàn)錯(cuò)誤技術(shù)相關(guān)的錯(cuò)誤銀彈綜合癥:過(guò)于相信以前沒(méi)有采用過(guò)的技術(shù)的宣傳過(guò)高估計(jì)了新技術(shù)或方法帶來(lái)的節(jié)省量項(xiàng)目中間切換工具缺少自動(dòng)的源代碼控制手段432011春夏學(xué)期授課版軟件項(xiàng)目常見(jiàn)錯(cuò)誤技術(shù)相關(guān)的錯(cuò)誤432011春夏學(xué)期授課版軟件項(xiàng)目常見(jiàn)錯(cuò)誤人員相關(guān)的錯(cuò)誤挫傷積極性人員素質(zhì)低對(duì)有問(wèn)題的員工失控英雄主義項(xiàng)目后期加入人員：“火上加油”辦公環(huán)境差開(kāi)發(fā)人員與客戶之間發(fā)生摩擦不現(xiàn)實(shí)的預(yù)期442011春夏學(xué)期授課版軟件項(xiàng)目常見(jiàn)錯(cuò)誤人員相關(guān)的錯(cuò)誤442011春夏學(xué)期授課版軟件項(xiàng)目常見(jiàn)錯(cuò)誤缺乏有效的高層對(duì)項(xiàng)目的支持缺乏各種角色的齊心協(xié)力缺乏用戶介入政治高于物質(zhì)充滿想像：“項(xiàng)目組沒(méi)人真正相信他們能夠按給定的計(jì)劃進(jìn)度完成項(xiàng)目，但他們認(rèn)為如果每個(gè)人能夠努力工作，并且不出現(xiàn)問(wèn)題，他們可能會(huì)很幸運(yùn)地按時(shí)完成任務(wù)。452011春夏學(xué)期授課版軟件項(xiàng)目常見(jiàn)錯(cuò)誤缺乏有效的高層對(duì)項(xiàng)目的支持452011春夏學(xué)軟件項(xiàng)目常見(jiàn)的錯(cuò)誤試分析以下故事中的項(xiàng)目所存在的錯(cuò)誤：

一天，一位年青人被選來(lái)“寫”一個(gè)用在自動(dòng)化制造設(shè)備上的程序。選擇他的理由很簡(jiǎn)單：他是技術(shù)小組中唯一參加過(guò)編程培訓(xùn)的人。他懂得匯編語(yǔ)言和Fortran語(yǔ)言，但是他不知道軟件工程，更不知道軟件計(jì)劃和跟蹤方面的知識(shí)。462011春夏學(xué)期授課版軟件項(xiàng)目常見(jiàn)的錯(cuò)誤試分析以下故事中的項(xiàng)目所存在的錯(cuò)誤：462軟件項(xiàng)目常見(jiàn)的錯(cuò)誤他的老板給了他一些手冊(cè)和對(duì)系統(tǒng)功能的口頭描述。他被告知系統(tǒng)必須在兩個(gè)月內(nèi)開(kāi)發(fā)完成。他讀了手冊(cè)，考慮了他的方法，然后開(kāi)始編程，兩個(gè)星期后，老板把他叫到了辦公室并問(wèn)他事情干得怎么樣？“很好”，雄心勃勃的年青的工程師說(shuō)，“比我想像的要簡(jiǎn)單的多。我已經(jīng)接近完成75％了?！崩习逍α耍罢娌豢伤甲h”，然后他告訴這個(gè)年青人繼續(xù)好好干，在下個(gè)星期他將再次會(huì)見(jiàn)他。472011春夏學(xué)期授課版軟件項(xiàng)目常見(jiàn)的錯(cuò)誤他的老板給了他一些手冊(cè)和對(duì)系統(tǒng)軟件項(xiàng)目常見(jiàn)的錯(cuò)誤一個(gè)星期后，老板把年青人叫到了辦公室，問(wèn)“我們的進(jìn)展如何？”“很順利”，年青人說(shuō)“但是我遇到了一些小難題，我將解決它們并且很快就能保持進(jìn)度”“那么，最終日期能保證嗎？”老板問(wèn)?！皼](méi)問(wèn)題,”工程師說(shuō)，“我已經(jīng)快完成90％了。”如果你在軟件界工作了幾年，你可以完成這個(gè)故事。毫不驚奇，年青人在項(xiàng)目的90％處停滯不前，直到在別人的幫助下在一個(gè)月后完成了項(xiàng)目。482011春夏學(xué)期授課版軟件項(xiàng)目常見(jiàn)的錯(cuò)誤一個(gè)星期后，老板把年青人叫到了辦公Q&A492011春夏學(xué)期授課版Q&A492011春夏學(xué)期授課版ProjectManagementChap.1Introduction-概述502011春夏學(xué)期授課版ProjectManagementChap.1IntroAgenda-本章需要解決的問(wèn)題WhyneedProjectManagement？PM&SoftwarecharacteristicsProblemsinSWdevelopmentandSPMChallengeofSWdevelopment512011春夏學(xué)期授課版Agenda-本章需要解決的問(wèn)題WhyneedProje現(xiàn)代管理的三個(gè)熱點(diǎn)：戰(zhàn)略管理項(xiàng)目管理運(yùn)作管理就一個(gè)組織的管理而言，應(yīng)該包括三個(gè)部分。1.戰(zhàn)略管理：從宏觀上明確和把握發(fā)展方向2.運(yùn)作管理：對(duì)日常的、重復(fù)性工作的管理3.項(xiàng)目管理：對(duì)一次性的、創(chuàng)新性工作的管理由于項(xiàng)目管理的效率高、反映靈敏，所以運(yùn)用的企業(yè)更多。522011春夏學(xué)期授課版現(xiàn)代管理的三個(gè)熱點(diǎn)：戰(zhàn)略管理項(xiàng)目管理運(yùn)作管理就一個(gè)組Moredregsprojectofbeancurd？Illogicalobjective（時(shí)間）jerry-build（成本）Subcontract（手續(xù)）Notrefundloan？RiskManagement(風(fēng)險(xiǎn))MoreUnsuccessfulinfoingproject？Backbonejob-hopping，manpoweralteration(人力資源)Requirementschanged（范圍）Why？532011春夏學(xué)期授課版MoredregsprojectofbeancurIn21st,everythingisproject,orisbecomingProject…PaulGracePresidentofPMIProfessionalscertificationcommittee542011春夏學(xué)期授課版In21st,everythingisprojectImportant2jobsforfuturesTechniquesinnovation技術(shù)革新的典范-優(yōu)選法Projectmanagement沒(méi)有項(xiàng)目管理就沒(méi)有現(xiàn)代產(chǎn)業(yè)HuaLuogeng華羅庚552011春夏學(xué)期授課版Important2jobsforfuturesTe46%26%28%SuccessUSStandishGroup,對(duì)1999年當(dāng)年軟件項(xiàng)目的統(tǒng)計(jì)failingStatisticsofSuccessandfailingforITProject有問(wèn)題的項(xiàng)目Overbudget,overtimeEtc.562011春夏學(xué)期授課版46%26%28%SuccessUSStandishGrPMHistory項(xiàng)目管理，遠(yuǎn)自幾千年前的人類文明，近如現(xiàn)代工業(yè)領(lǐng)域。例如GreatWallofChina,EgyptianPyramids(金字塔)

航空航天工程項(xiàng)目and建筑工程項(xiàng)目572011春夏學(xué)期授課版PMHistory項(xiàng)目管理，遠(yuǎn)自幾千年前的人類文明HistoryofProjectManagementModernprojectmanagementbeganwiththeManhattanProject,whichtheU.S.militaryledtodeveloptheatomicbombIn1917HenryGanttdevelopedtheGanttchartasatoolforschedulingworkinjobshopsIn1958,theNavydevelopedPERTchartsInthe1970s,themilitarybeganusingprojectmanagementsoftware,asdidtheconstructionindustryBythe1990s,virtuallyeveryindustrywasusingsomeformofprojectmanagement1985:TQM1990-93:Re-engineering,self-directedteams1996-99:Riskmgmt,projectoffices2000:M&A,globalprojects582011春夏學(xué)期授課版HistoryofProjectManagementMPMdevelopmentCPM,PERTNowPMapplicationsismoreandmorePeoples,customer-oriented,softmanagement592011春夏學(xué)期授課版PMdevelopmentCPM,PERT102011春ProjectManagementKnowledgeContinuestoGrowandMaturePMIlaunchedtheirCenterforPMKnowledgeandWisdominDecember2001PMIhostedtheirfirstresearchconferenceinJune2000inParis,France,secondoneinJuly2002ThePMBOKGuide–2000EditionisanANSIstandard,andPMI’scertificationdepartmentearnedISO9000certificationHundredsofnewbooks,articles,andpresentationsrelatedtoprojectmanagementhavebeenwritteninrecentyears602011春夏學(xué)期授課版ProjectManagementKnowledgeCHowProjectManagement(PM)RelatestoOtherDisciplinesMuchoftheknowledgeneededtomanageprojectsisuniquetoPMHowever,projectmanagersmustalsohaveknowledgeandexperienceingeneralmanagementtheapplicationareaoftheprojectProjectmanagersmustfocusonmeetingspecificprojectobjectives612011春夏學(xué)期授課版HowProjectManagement(PM)RePMTripleConstraint每一個(gè)項(xiàng)目都會(huì)受到范圍目標(biāo)、時(shí)間目標(biāo)和成本目標(biāo)的約束這三個(gè)目標(biāo)又經(jīng)常存在沖突，一個(gè)合格的項(xiàng)目經(jīng)理，其責(zé)任之一就是平衡三者的關(guān)系在此過(guò)程中，由于項(xiàng)目的不確定性和資源使用的競(jìng)爭(zhēng)性，平衡往往成為權(quán)衡因此，成功的項(xiàng)目管理，就意味著同時(shí)實(shí)現(xiàn)范圍、時(shí)間和成本三個(gè)目標(biāo)，并讓項(xiàng)目利益相關(guān)者滿意！622011春夏學(xué)期授課版PMTripleConstraint每一個(gè)項(xiàng)目都會(huì)受到范Inwhatwaysdomodernprojectsdifferfromancientprojects?現(xiàn)代人們對(duì)項(xiàng)目及其管理有一些什么樣的認(rèn)識(shí)和做法？632011春夏學(xué)期授課版InwhatwaysdomodernprojectProjectsmaybeunderaFunctionalOrganizationMatrixOrganizationProjectOrganization642011春夏學(xué)期授課版ProjectsmaybeunderaFunctioFivefunctionsofthePMPlanningOrganizingLeadershipControlChange652011春夏學(xué)期授課版FivefunctionsofthePMPlannClassicalApproachAssumesthereisauniversalsetofmanagementprinciples采用公認(rèn)的管理原則BehavioralApproach:emphasisonhumanaspects強(qiáng)調(diào)人性化SystemApproach采用系統(tǒng)論的方法662011春夏學(xué)期授課版ClassicalApproachAssumestherSoftwareneedsmanagement672011春夏學(xué)期授課版Softwareneedsmanagement18201SoftwareneedsmanagementSoftwarecharacteristics特性CostStructure成本IndustrialProblems產(chǎn)業(yè)SoftwareDisaster危機(jī)ProblemsinSoftwareTechniques技術(shù)進(jìn)步PositioninSEKnowledgestructure知識(shí)結(jié)構(gòu)682011春夏學(xué)期授課版SoftwareneedsmanagementSoftwSoftwarecharacteristicsEssentials:logicelements,notentitativeelements.

DevelopingSoftware，andproducingproduct.NowearandtearinusingtimeFailingprobabilityTubcurveofproduct692011春夏學(xué)期授課版SoftwarecharacteristicsEssentSoftwarecharacteristics(cont.)timeFailingprobability不愿看到的realcurveofSD期望的IdealcurveofSD702011春夏學(xué)期授課版Softwarecharacteristics(cont.Softwarecharacteristics(cont.)Production:Standardization&assembleMassSW:customizationScientificarithmeticfunctionlib(1960’s）DatastructurereusingReusingcomponents人們?cè)O(shè)法改進(jìn)軟件開(kāi)發(fā)的過(guò)程。712011春夏學(xué)期授課版Softwarecharacteristics(contCostStructureischangedOne-offCostofmanufactureLogicproduct—minimediacostisignoredIcessMoreMaintaincostserviceisquality解決軟件危機(jī)本來(lái)就是為了回答兩個(gè)問(wèn)題：如何高效率的開(kāi)發(fā)軟件如何維護(hù)越來(lái)越多的軟件722011春夏學(xué)期授課版CostStructureischangedOne-oMainproblemsinSWindustryIndustrialscale如何定量度量軟件的規(guī)模？Coretechnique如何發(fā)展核心技術(shù)Pirateandillegalcopy如何防止盜版和非法拷貝？732011春夏學(xué)期授課版MainproblemsinSWindustryIn為什么會(huì)有這樣的問(wèn)題存在？

發(fā)展策略的缺乏印度我們自己發(fā)展規(guī)則知識(shí)決定一切（創(chuàng)新，團(tuán)隊(duì)）頭腦產(chǎn)業(yè)新的管理模式742011春夏學(xué)期授課版為什么會(huì)有這樣的問(wèn)題存在？發(fā)展策略的缺乏252011春夏學(xué)軟件原因引起的災(zāi)難NATO，1958，SoftwareDisastersisputforwardMoreandmoreunsuccessfulSWProject:NASA,1999-10,Marsweathersatellitelost.US$125million.1963-1966,IBM360OS(1000Bug/Rel.)752011春夏學(xué)期授課版軟件原因引起的災(zāi)難NATO，1958，SoftwareD軟件原因引起的災(zāi)難(Cont.)Somedata：BeyondSWtimedeadline:about70％SWProject.Beyond20%-50%planningrel.timeinBigProjectBeyondSWcost：90％SWProject.Biggertheprojectis，morecosttospendAuditBureauUS:usablecontractSWisonly2％98％isunsuccessful762011春夏學(xué)期授課版軟件原因引起的災(zāi)難(Cont.)Somedata：2720SoftwareDisasters(Cont.)CrunchModeDeathMarch772011春夏學(xué)期授課版SoftwareDisasters(Cont.)CrunSoftwareDisasters(Cont.)chronicafflictionSuggestedbyProf.DanielTiechrow,UniversityofMichigan782011春夏學(xué)期授課版SoftwareDisasters(Cont.)chro軟件災(zāi)難的特點(diǎn)SD開(kāi)發(fā)逾期.SD成本超過(guò)預(yù)算.SQA質(zhì)量沒(méi)有保證.792011春夏學(xué)期授課版軟件災(zāi)難的特點(diǎn)SD開(kāi)發(fā)逾期.302011春夏學(xué)期授課版規(guī)模、成本、進(jìn)度、質(zhì)量等的定量度量復(fù)雜性控制提高生產(chǎn)效率ProblemsinSWtechnique802011春夏學(xué)期授課版規(guī)模、成本、進(jìn)度、質(zhì)量等的定量度量ProblemsinSExchange2000Windows2000PM25About250Dev.140About1700Test350About3200e.g.:?Windows95have10,000,000linecode

?Windows2000have50,000,000linecodemore3000engineersand100+teamsExchange2000和Windows2000DevOrg.structure812011春夏學(xué)期授課版Exchange2000Windows2000PM25Abtypeofproject822011春夏學(xué)期授課版typeofproject332011春夏學(xué)期授課版typeofproject規(guī)模(big,middle,mini)復(fù)雜度

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用戶832011春夏學(xué)期授課版typeofproject規(guī)模(big,middlPMinSWEBOK《SWEBOK》GuidetotheSoftwareEngineeringBodyofKnowledge842011春夏學(xué)期授課版PMinSWEBOK《SWEBOK》352011春夏學(xué)

ContentsSoftware&SESPMSystemengineeringRequirementanalysisData-process-orientedanalysisOORAData-OrientedSoftwareDesignData-process-orientedDesignOODUIProgramandcodingSoftwareTestingmantainanceConfigurationmanagementReuseTech.RPCASENewTech.forSWD852011春夏學(xué)期授課版ContentsSoftware&SEUI362011ChallengeinSWdevelopment

軟件發(fā)展挑戰(zhàn)Deadlines期限(85%)Resourceconstrained需求扭曲（83％）Communicationswithteams通信消耗（80％）Commitmentfromteam團(tuán)隊(duì)承諾（74％）Makemilestone里程碑（90％）Change變更（60％）Planningagreeforteams計(jì)劃符合性（57％）Topcommitment最終義務(wù)（45％）Conflict沖突（42％）,subcontract轉(zhuǎn)包（38％）862011春夏學(xué)期授課版ChallengeinSWdevelopment

軟件ChallengeforPMProjectmanager：EstimationandPlanning預(yù)算和計(jì)劃Qualitystd.andmatrix品質(zhì)Guidefororganizationstrategies組織策略Techniquesofvisualizingtheprocess過(guò)程技術(shù)Roledefinition角色分配Ruleforsuccess成功規(guī)則NoSTD.沒(méi)有標(biāo)準(zhǔn)872011春夏學(xué)期授課版ChallengeforPMProjectmanageChallengeforteammembersTeammembers：Incorrectworkingdescriptions不恰當(dāng)