項(xiàng)目管理流程+(draft)正式版

00.項(xiàng)目管理流程(draft)準(zhǔn)入條件合同流程合同已簽署準(zhǔn)出條件項(xiàng)目成功交接給客戶。3.

輸入1.

合同4.

輸出1.

項(xiàng)目管理計(jì)劃2.

項(xiàng)目進(jìn)度報(bào)告3.

會(huì)議紀(jì)要4.

項(xiàng)目結(jié)束形式活動(dòng)計(jì)劃階段制作項(xiàng)目計(jì)劃項(xiàng)目經(jīng)理必須了解合同內(nèi)容之后，再根據(jù)合同需求來(lái)計(jì)劃與通過制作項(xiàng)目計(jì)劃來(lái)仔細(xì)考慮管理項(xiàng)目。計(jì)劃包含了項(xiàng)目范圍，里程碑等等。由項(xiàng)目總監(jiān)來(lái)反饋。項(xiàng)目啟動(dòng)項(xiàng)目經(jīng)理需要有項(xiàng)目啟動(dòng)會(huì)議向團(tuán)隊(duì)介紹項(xiàng)目概述與里程碑等等。再項(xiàng)目經(jīng)理創(chuàng)建issue在backlog。創(chuàng)建短跑和路線圖roadmap計(jì)劃

項(xiàng)目經(jīng)理與團(tuán)隊(duì)開個(gè)沖刺規(guī)劃會(huì)議來(lái)創(chuàng)建短跑計(jì)劃。項(xiàng)目經(jīng)理創(chuàng)造sprint（大約一個(gè)月時(shí)間）項(xiàng)目經(jīng)理與和團(tuán)隊(duì)一起討論任務(wù)估計(jì)做的時(shí)間。項(xiàng)目經(jīng)理決定這個(gè)sprint能做什么任務(wù)再把任務(wù)拖曳到sprint。項(xiàng)目經(jīng)理也在roadmap計(jì)劃項(xiàng)目釋放日期。執(zhí)行階段項(xiàng)目經(jīng)理將開始sprint

團(tuán)隊(duì)根據(jù)計(jì)劃來(lái)執(zhí)行任務(wù)。如任務(wù)是軟件開發(fā)就根據(jù)軟件開發(fā)流程走。如任務(wù)是故障開發(fā)流程就根據(jù)故障開發(fā)流程走。控制與監(jiān)控階段項(xiàng)目經(jīng)理與團(tuán)隊(duì)有個(gè)每日例會(huì)（不能超過15分鐘）來(lái)報(bào)告所完成的任務(wù)，將做的任務(wù)，和提需要討論遇到的問題當(dāng)所有任務(wù)要完成的時(shí)候，項(xiàng)目經(jīng)理可大概計(jì)劃下一個(gè)sprint。當(dāng)所有任務(wù)完成之后，項(xiàng)目經(jīng)理complete現(xiàn)在sprint。項(xiàng)目經(jīng)理與團(tuán)隊(duì)有個(gè)sprintretrospective（短跑回顧）來(lái)總結(jié)經(jīng)驗(yàn)教訓(xùn)。再把正面和負(fù)面記錄在短跑回顧紀(jì)要里，為了提高下來(lái)的決策和管理水平提供參考。n結(jié)束階段當(dāng)所有合同的需求符合，項(xiàng)目經(jīng)理將預(yù)備項(xiàng)目交接所需的文件與客戶交接。