KXO-231-IT項(xiàng)目管理方案

Lecture3ProjectInitiation塔大公布欄和娜姐都強(qiáng)調(diào)了projectInitiation個(gè)ppt和lecture有所重合，我會(huì)順帶聯(lián)lecture來講方便大家的理解.projectInitia包念了這個(gè)圖中的一，二，三phases)InatlatingProeess:Oeyelopp>ro|ectehflirteriutntProj日et仁忡白低已rPlanFifcrisiPreictss:Eleifelcppro|eietrmanfflig&mentplAunOiitpLir戶reijiaijt.m白「1冷genri在ri~cpl日占」Ex4curtiin^iProe&siiDireetaimdmanagieprej^rtexeeuriEBonCujtputs:Deliver白bIworkpn『ToirTiatureIITTO「mation,ehangerequestsP「dj—q：.pl曰「1Ljpu日nws,Uc偵LinnwnT.updEit日R_IMIonItoringandContrclHirigPnacres:Monktorancicontrolprojectw-orkOurputsCTiangterequestsrprojectmsrisgt：riientplanupidjec-tdcjeunientupdiaTesPre-rtis:PejriFomiiI必曲earrbrelOutputs：ChengerequeststetusupdateprojectmanagAment-plenupdate?/pjruJecTdotilr'rtel'iTUpdatesDescriptionofhowtheprojectisorganizedManagementandtechnicalprocessesusedontheprojectWorktobedone,schedule,andbudgetinformation2.3 HowtobegoodteamToleraledifFerentcommunicationslylesandunderstardhowdiversitybroadensyourteam'soptions.Conlributetoclear,collecliveundsrstandingofteamgoals.Maintainingthedynamismandint&grityoftheteamisasimportantasfocusingonthstaskAcceptandshareworkloadandmeetdeadlinesOfferhonest,constructiveJeedbackoniindNidualandteamprogressAskforsupportwhenyouneeditandacceptconstiuctivefeedbackonyourperformanceUnderstandthecontextoftheteam-history,purposeandgoalsBecomefamiliarwithpeopleontheteam?Askyourself:'WhatdoIwanttogetoutofworkingwiththisteam?'UnderstandhowteamsdevelopandoperateSpendtimeontheplanningprocessUseopenandconsulltativeapproachestodecisionmakirigFollowupondecisions?Fostercooperationamongteammember$Usestrategiestoinvolveallteammembers3. Executing3.1CollectingRequirementsRequirement:aconditionscapabi1ittyiatmustbemetorpossessedbyasystem,product,service,resultprcomponenttosatisfycontract,standard,specificatioa?rotherformaldocument.

ProjectTitleDateofauthorisation?Asummaryschedule*AbudgetsumnwryBriefdescriptionofproject'sobjectivesProjectsuccesscriteriaAsjmrnaryofpltheannedapproachformanagingtheproject收集要求最好越早越好，因?yàn)楹竺媸占某杀竞芨?。?Arolesandresponsibilitymatrix集成本是反反復(fù)復(fù)的，因?yàn)橛行┮笠婚_始的時(shí)候并不?Asign-offsectionforsignaturesofkey是那么清晰。stakeholders?Acommentsectionforstakeholdersto3.2DocumentingrequirementsprovideimportantcommentsrelatedtoRequirementsmanagementplan:describeshowtheprojectprojectrequirementswillbeanalyzed,documented,andmanagedRequirementstraceabilimatrix(RTM):tablethatlistsequirements,variousattributesfeachrequirement,andthestatusoftherequirementstoensurethatallrequirementsareaddressedLecture8QualityManagement塔大公布欄，樣卷上都沒重點(diǎn)。娜姐說這章重點(diǎn)就是知道quality定義及基礎(chǔ)內(nèi)容即可)QualityDefinition:thedegreetowhichasetofinherentcharacteristicsfulfillsrequirementsOtherexpertsdefinequalitybasedon:Conformancetorequirementstheproject5psocessesandproductsmeetwrittenspecification與書面要求保持一致性Fitnessforuseproductcanbeusedasitwasi符合原本使用用途2Definition:ensuresthattheprojectwillsatisfytheneedsforwhichitwasundertakenProcess:Planningqualityidentifyingwhichqualitystandardsarerelevanttotheprojectandhowtosatisfythem;taicisastandardofmeasurementPerformingqualityassuranceperiodicall^valuatingoverallprojectperformancetoensuretheprojectwillsatisfytherelevantqualitystandardsPerformingqualitypontrolmonitoringspecificrojectresulttoensurethattheycomplywiththerelevantqualitystandardsLecture9Riskmanagement塔大要點(diǎn)只要求掌握projectriskmanagementproces娜&姐還強(qiáng)調(diào)了positiveandnegativerisks,thecategorieso樣卷沒有相關(guān)題目)Positiveriskserisksthatresultingoodthingshappening;sometimescalledopportunities.Negativeriskisnvolvesunderstandingpotentialproblemsthatmightoccurintheprojectandhowtheymightimpede阻礙projectsuccess.Projectriskanuncertaintyhatcanhaveanegativsrpositiveeffexntmeetingprojectobjectives.ThegoalofrojectriskmanagemeiilstominimizepotentialnegativeriskswhilemaximizingpotentialpositiverisksBroadcategoriesofriskMarketriskFinancialriskc) TechnologyriskPeopleriske) Structure/processriskAriskbreakdownstructureahierarchyofpotentialriskcategoriesforaprojectPPT上就這么不負(fù)責(zé)任的給了這些點(diǎn)，也不知道娜姐為什么要特別提出來3. Projectriskmanagementprocesses(記住幾大塊就行了，每個(gè)點(diǎn)里我就是多解釋了一些，relax)Projectqualitymanagementa)Planningriskmanagemen:tDescription:Decidinghowtoapproachandplantheriskmanagementactivitiesfortheproject.這階段會(huì)得出riskmanagementplan--aplanthatdocumentstheproceduresformanagingriskthroughoutaproject這一階段強(qiáng)調(diào)一些topics:Methodology,rolesandresponsibilities,budgetandschedule,riskcategories,riskprobabilityandimpact,riskdocumentationContingencyplanarepredefinedactionsthattheprojectteamwilltakeifanidentifiedriskeventocc意外事故計(jì)劃Fallbackplansaredevelopedforrisksthathaveahighimpactonmeetingprojectobjectivesandareputintoeffectifattemptstoreducetherisk退r路Hoteffective劃Contingencyreservesorallowancesareprovisionheldbytheprojectsponsorororganizationtoreducetheriskofcostorscheduleoverrunstoan應(yīng)急ptablelevel儲(chǔ)備金b)IdentifyingrisksDescription:determiningwhichrisksarelikelytoaffectaprojectanddocumentingthecharacteristicsofeach.Riskidentificattiooonlsandtechniquiensclude:BrainstormingTheDelphiTechnique:usedtoderive源于aconsensus一致amongapanelofexpertswhomakepredictionsaboutfuturedevelopmentsInterviewingSWOTanalysisc) PerformingqualitativeriskanalysisDescriptionPrioritizingrisksbasedontheirprobabilityandimpactofoccurrence.Riskquantificattiooisandtechniqu^siclude:Probability/impactmatrixes審有學(xué)過)Liststherelativprobabilitofariskoccurringm5rhkNrkk.4onesideofamatrixoraxisonachartandtherelativeimpactoftheriskoccurringontheother.*rfiikJ刊我25flUk11Thenlisttherisksandthenlabeleachoneashigh,riycSiriikIOrisk”medium,orlowintermsofitsprobabilitofLowoccurrenceanditsimpactifitdidoccurIrnp-actTheTopTenRiskItemTrackingHelptoidentifyrisksandmaintainanawarenessofrisksthroughoutthelifeofaprojectWatchlistAlistofrisksthatarelowprioritybutarestillidentifiedaspotentialrisksd)PerformingquantitativeriskanalysisDescriptionNumericallyestimatingtheeffectsofrisksonprojectobjectives.Maintechniquesinclude:DecisiontreeanalysisSimulation模仿Simulatiomsesarepresentationrmodelofasystemtoanalyzetheexpectedbehaviororperformanceofthesystem.SensitivityanalysisAtechniqueusedtoshowtheeffectofchangingoneormorevariablesnanoutcome.PlanningriskresponsesDescriptionTakingstepstoenhanceopportunitiesandreducethreatstomeetingprojectobjectives.Fourmainresponsestrategifornegativerisks:Riskavoidance/Riskacceptance/Risktransference/Riskmiti躲a避on接受，轉(zhuǎn)變，減輕Residualriskirerisksthatremainafteralloftheresponsestrategieshavebeenimplemented.Secondaryrisksreadirectresultofimplenientingariskresponse.f) Monitoringandcontrolling:risksDescriptionMonitoringidentifiedandresidualrisks,identifyingnewrisks,carryingoutriskresponseplans,andevaluatingtheeffectivenesofriskstrategiesthroughoutthelifeoftheproject.Workarounds全變措施areunplannedresponsestoriskeventsthatmustbedonewhentherearenocontingency。lans.Mainoutputsofriskmonitoringandcontrolare:RiskregisterupdatesOrganizationalprocessassetsupdatesChangerequestsUpdatestotheprojectmanagementplanandotherprojectdocumentsCloaGn>gProcessUl。少白prajeiCt&rpHm卷白Output^FinalpnQduc-tvservlm^orres11Ittransrtlc^n;organlzatl^nEilprGicegg..ipd&tesProject^t^artP心FlrU吸1.Initiating這一階段的主要活動(dòng)就是Developtheprojectcharter:Projectcharteradocumentthatformallyrecognizestheexist