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First, the main activities of demand development are demand acquisition, demand analysis, requirements definition, demand verification

1. Demand acquisition: Communicate with users, analyze the requirements of the target system, and produce the user requirement specification
   

2. Demand analysis: Analysis and abstract description of various requirement information, establish conceptual model for target system

3. Requirement definition: According to the results of demand investigation and analysis, further define the accurate product demand, produce "requirement Specification" system Designer to carry out system design work according to "requirement Specification"

4. Requirements verification: The developer and the user jointly review the requirements document and make a written commitment to make the requirements document a commercial contract effect.

Ii. Traceability and backtracking

Customer requirements can be traced back to the need to differentiate between the development process or the end of development due to the need for changes in demand, but also from the demand back to the corresponding user needs, to identify the source of each software requirements.

As the development process of the system needs to change to software requirements, design, writing and so on. By defining a link between a single requirement and a specific product, you can retrace the demand forward. Traceability from product parts to requirements can determine why each part exists.

Iii. Daily functional and strategic functions of the PMO

Daily functions: 1) Establish a supportive environment for project management within the organization, 2) develop project management personnel, 3) provide guidance and advice on project management; 3) management and monitoring of multi-project within the organization

Strategic functions: 1) Project portfolio Management, 2) improve project management capacity in the organization

Four, the formula and brief of DIPP analysis

Dipp=emv/etc

EMV: Currency Expectations

ETC: The cost of completion is still required

The Dipp value is actually a prediction of the future from the current point in time, the ratio of the future revenue generated by the project to the cost.

From a single purpose time, as time goes by, the closer to the end of the project, the higher the Dipp value, the more benefit will be derived from the completion of the project.

From the horizontal comparison of multiple projects, the DIPP value better gives the advantages of each project to the organization.

A highly profitable project its initial DIPP value is lower than a project Dipp value close to the end.

V. Four characteristics of large complex projects:

1) long project cycle, 2) Large project size, complex objectives, 3) project cohesion is complex; 4) The daily responsibilities of the project manager are more focused on management responsibilities

What are the three major projects to develop a work breakdown structure

Large projects according to the general organization, product structure, life cycle three levels to develop a decomposition structure

Vi. four types of business and brief description of the Boston matrix chart

The Boston matrix divides business by market growth rate.

1) Problem business: High market growth rate, low market share of the business. A lot of money is needed.

2) Star Business: is the market leader in the high-speed growth market, but does not necessarily bring financial resources to the company, the company must spend a lot of money to keep up with the high-growth market, to repel competitors. Star Business is the company's future cash cow business.

3) Cash cow business: When the market annual growth rate drops below 10%, if continues to maintain the larger market share, then the star business becomes the cash cow business. Now Taurus business brings a lot of financial resources to the company. As the market growth rate declines, the company does not need to invest heavily in expanding the market size, and because the business is a market leader, the company also enjoys the advantages of economies of scale and high marginal profits. The company has cash-cow business payments and supports star-type businesses, problem-related businesses and lean dog businesses.

4) Thin dog business: refers to the market growth rate is slow, market share is low of the company's business.

The characteristics of defensive strategic organization, pioneering strategic organization, analytical Strategic organization and reactive strategic organization

1) Characteristics of defensive strategic organizations: defensive organizations use competitive pricing or produce high-quality products to prevent competitors from entering, thereby maintaining their stability.

The technical efficiency of this kind of organization is the key to the success, in the management, the defensive organization often uses "the mechanical type" structure mechanism, the production and the cost control expert composes the high level management, pays attention to the cost and the efficiency question, establishes the division of labor precise function type organization, the implementation centralized control and the communication.

Defensive organizations are suitable for more stable industries, but cannot adapt to rapid changes in the environment and the market.

2) pioneering strategic organization features: Suitable for dynamic environment, mainly reflected in the search and development of new products and market opportunities. For pioneering organizations, maintaining an innovator's role in the industry is more important than earning high profits.

Change is the main means for pioneering organizations to deal with competition.

In the management, the pioneering organization adopts the flexible mechanism. Dispatching and coordinating resources between a large number of decentralized units and targets to achieve overall coordination. The organization adopts an "organic" mechanism, with high-level management composed of experts in the market and research and development, extensive planning, decentralized control, and horizontal and vertical communication focusing on output results.

The biggest risk faced by pioneering organizations is how to improve the efficiency of the Organization and use resources rationally.

3) The characteristics of an analytic strategic organization: Trying to make a profit with minimal risk and maximum opportunity. To enter the market by imitating the products that the pioneering organization has developed successfully.

A shared organization must follow the leading pioneering organization while maintaining good productivity in its own stable products and markets.

In the management, analytic organization through matrix structure to solve the need of stability business and the need of volatile business.

The biggest risk faced by analytic organizations is that they can not adapt to the rapid changes of the market and lose the organizational efficiency.

4) The characteristics of reactive strategic organizations: the change of the external environment to adopt a volatile adjustment mode, lack of flexibility and contingency mechanism. It is a kind of negative invalid organization form.

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